Comparison of HR Practices and Employment Relations Philosophies in China and Taiwan

The objective of this study is to research the employment laws in the state of Georgia and review the various designations of employment laws that are listed. The employment laws of the state of Georgia will then be applied to the HRM strategy relating to the introduction of new technology for employees who may experience physical limitations. The scenario chosen is one in which the employee does not have good vision.

The HRM policy of a firm is looked as a most important strength which needs to be taken care of all the time to have a competitive advantage within the industry they operating in. Multinational corporations (MNCs) seek to transfer their home-country human resource management (HRM) practices to their overseas subsidiary as to them it is just another approach towards globalisation. It can be an element of success for MNCs if they manage to transfer these HRM practices across their subsidiaries in an effective manner. An effective transition of these policies depends on the organisational, cultural, social and relational factors (Bartlett & Ghoshal 1998; Evans, Pucik & Barsoux 2002; Poedenphant 2002). The transition of these policies

This has highlighted a crucial issue for international companies to be aware of the cross-cultural implications in the conception, design and implementation of the various market entry strategies for the Chinese markets, especially when considering the Human Resources Management strategies since Corporate Strategy will in turn determine the Human Resource (HR) strategy to be deployed.

Human Resource embraces the spirit of mission of teaching, research and training (NJIT Website). Human Resource core purpose is to facilitate the transformation of work life at any organization to a standard that surpasses the organizational planning objective (NJIT Website). Human Resource Departments has several goals to include attracting, developing and retaining a premier and diverse workforce; anticipating trends and consequently providing strategic solutions; fostering creativity, innovation, and learning as a whole to foster and facilitate change; ensure compliance with all federal, state and

In nowadays, people pay more and more attention to the government’s central position in the economy and the society. An effective government, regarding to the economy, the society and even the government development is absolutely necessary. The various countries experience indicated that, an effective government surely is a function limited government, behavior legally achievement government, authority multi- centers disposition government, decision-making highly democratic government, information highly transparent government and naturally also a government has an intelligent, capable and high morale employee team. All of these depend on an advanced modern

Author John W. Boudreau, Ph.D., presents a compelling case study of how IBM totally restructured its HR organization. According to Boudreau (2010), “IBM had created a unique workforce management initiative (WMI) that reflected the increasing need for global organizations to have a transparent and comprehensive view of their talent supply, requirements and implications for business strategy” (p. 1). A close examination of IBM’s realignment of its HR function seems to show a move towards flattening out its HR organization in order to make it more responsive in a global market where business strategies change rapidly and more closely align IBM’s HR strategy with the company’s business strategy. The purpose of this paper is to describe the

How would you characterise employee representation in the UK workplace? To what extent do you agree with the argument that the UK is ‘lightly regulated’ in this regard?

The roles of Human Resources (HR) professionals are changing. HR managers were previously viewed as the patrolling unit of executive management. Yaduvanshi (n.d.) says that “their role was associated with personnel and administration functions that organization viewed as paperwork. In this role, the HR professional served executive agendas well, but was frequently viewed as a road-block by the rest of the organization. While some need for this role occasionally remains, much of the HR role is transforming itself.”

Human Resource hasn’t always been the hot topic like it is in today’s discussions on better performance management systems. Human resource has always been limitedly considered as the mere workforce that strictly follows the company’s mission and readily falls in compliance with the management’s decisions. That has always been the idea until recently, with gradual advancement in business studies, when effective HR management is considered probably the foremost contributing element towards increased overall productivity of an organization. A well-formed, well thought out and thoroughly connected HR policy that is structured as a self-empowered mechanism that digs deep getting to know about the issues and concerns of the common employee, addresses those concerns with the utmost hospitality and sets up checks and balancing systems to foresee any mishaps, communication gaps and other problems that might erode the relationship between the management and human resource in the future.

Increased business globalization, emergence of new economic hubs like BRIC countries (Brazil, Russia, India and China) as well as more intense competition among organizations at the domestic and international level alike over the past two decades, have necessitated the need for studies in the comparative Human Resource Management (HRM) (Budhwar & Sparrow, 2002a). As a result, a growing number of conceptual (Aycan, 2005; Edwards & Kuruvilla, 2005) and empirical studies (Bae, Chen, & Lawler, 1998; Budhwar & Sparrow, 2002b; Easterby-Smith, Malina, & Yuan, 1995) have addressed the configuration of HRM in different

Structures and peoples expectation differ a great deal from one country to another. (Harzing 2004). Managing people as the term implies is not an easy task. There are a number of problems that arises with regard to it. Each individual is different from the other in terms of conception of things and ways of doing the task allotted to him. Thus we can say that managing people in the same way in all the countries of the world is not possible. All the countries have different cultures, values, traditions, economic and political conditions and the management practices that are used in regard to managing people cannot be same. For example the

Training and development is defined as the heart of a continuous effort deigned to improve employee competency and organisational performance (Mondy, Robert and Shane 2002). Training provides trainees with information and skills needed for their current job, while development arms them with the knowledge needed for the future role.

Critically compare and contrast the major cultural and institutional features and predominant HR policies and practices in the following regions/countries: India and Nigeria

When Peter Hanson was designated Head of the newly established Product Development Center (PDC) of Hi Tech Systems in Shanghai, several critical decisions concerning the international human resource functions emerged. The complexity of these decisions are derived from a fundamental strategic dilemma of balancing adaptation and standardization (Managing Strategic Responsibility in the MNC). While standardisation of practices generates consistency in a multinational corporation, it lacks the flexibility to remain relevant to international matters (Managing Strategic Responsibility in the MNC). The intricacy of international human resource is reflected in the plethora of interconnected issues which include, but are not limited to, management of expatriates, cultural differences, and employee disputes (CITE??). Devising an optimal plan requires meticulous analysis of the various facets of Hi Tech Systems, and a keen understanding on the different global human resource approaches and their implications. An extensive review of human resource functions facilitate better understanding of Peter Hanson’s strategy. Evaluating Peter Hanson’s adopted strategies and their consequences result in a greater clarity of the situation and thereafter, allows for development of recommendations.

It’s been found that human resource management practices which enable or motivate individual efforts may have trivial or even negative effects on collective efforts and vice versa (Zhao, 2009). The man who’s lower-level needs are satisfied is not motivated to satisfy those needs any longer. For practical purposes they exist no longer (Ott, 2008). Then how do managers motivate and, more importantly, how do managers know when to pull back from historical motivational techniques to lessen the likelihood of overusing bland techniques?