Human Resource Management At China And Japan

In the modern and changing global business environment, human resources management (HRM) has been linked to the heart of business success and high performance of organizations (Haslinda, 2007). High demand for innovation, customer satisfaction and increased sales volume in the search and internet industry and finance industry has forced organizations such as Google Inc and Absa to incorporate human resources practices in their business strategy. Various human resources practices has been adopted at Google Inc Company and ABSA Group Limited, which include recruitment and selection, training and development, compensation, just to mention a few (Google Inc, 2012 ;Best employers, 2011). Despite sporadic arguments over the

Li Qiang, a labor rights activist and the founder of China Labor Watch, states that “they [contractors] are encouraging the exploitation of Chinese laborers by hiring factories based on the lowest price and the fastest production” (Chu and Yun). But what happens as a result, according to an academic journal coauthored by Dara O’Rourke, Ph.D., and industrial hygienist Garrett D. Brown, is that the country becomes a magnet for socially inadequate organizations due to lax enforcement of regulations and the suppression of labor rights activists. Furthermore, the easy accessibility of cheap labor indicates a “troubling model for countries seeking to attract foreign investment and develop domestic enterprise” (O’Rourke and

Human resources management is getting more and more attention. In the mature system of economic development, human resources management must cooperate to strive for the best resource benefits, if the inappropriate staffing inappropriate positions, resource efficiency is not only, or may be depleted. The modern economy emphasizes balance and cooperation to improve management efficiency and quality, it

In the US, The Home Depot’s well-trained employees are an important determinant of the company’s position. The company developed employee trainings to ensure consistent and high-level service for customers. It can be difficult to transfer this skill to China, as Chinese employees are different from US employees. They are culturally distant and the ways of approaching and motivating employees

China is one of our biggest labor competitors. The reason many US companies go to China for outsourcing is again, because of their workforce’s willingness to operate at low costs. Michael Zimmerman describes this as a disparity in worker “tolerance”. Where the low wages found in China are “far lower than U.S.

The labor market in china has its unique features: cheap labor and huge labor force. These features have attracted many foreign investments and a consequently, the state owned enterprises started to suffer from competition. All these changes forced China to reform is labor relation system. This report aims to analyze the strengths and weakness of labor relation system in china, especially in terms of the strengths and issues in labor market and training.

Management of Human Resources is the backbone of every company in this world. Along with the ideas and principles, it is the workforce of a company which determines its success. In this report, we will compare the different approaches to Human Resources Management that are used in China and Japan. Several HR implications in both the countries will be analysed and the results of this report will predict the future of HRM industry in China and Japan.

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.

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

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

We often hear in the news how badly factory workers are treated in China. With their low wages, constant overtime, and hazardous work environments (Luk, 2013), it's simple to think that the factory owners are ruthless pigs. Even though conditions are far from perfect, western media have been attacking foreign practices for decades. American companies have mostly been trying to hide from the spotlight blaming the poor outsourced conditions on the foreign companies. The HBR case (Eccles, 2011) shows the challenges Foxconn had faced ever since news broke out about the conditions within the factory. Nevertheless, I wanted to take on the challenge in explaining China’s factory situation. I

China produced 3.1 million university graduates in 2005 compared to 1.3 million in the USA. The proportion of 18-22year-olds attending Chinese universities last year was 15 per cent compared to 7 per cent in 1995. Stronger economic growth has been outstripped by the growth in higher education. It is generally expected that competition for entry-level white-collar jobs will become much fiercer. Unfortunately, fewer than 10 per cent of graduates in China have the skills to work for a foreign company and there are continuing, not to say growing, shortages of both mid-level and senior-level managers. In the past, many multinationals relied on expatriate managers to oversee their China operations. The current trends show an increased localisation of staff. Forty per cent of foreign companies have trouble filling mid-level and high-level positions in China. Adding to the problem for MNCs has been the entrance of local Chinese firms to the market, often referred to as the ``reverse brain drain ' '. In ten years, China will need 75,000 managers with international experience. Currently, it has only about 5,000 with such talent. The management talent in China is mainly first-generation. The challenge of attracting and especially retaining management talent in China is rising. The average tenure of mid- and high-level executives in China is eight to 12 months. The turnover-rate among skilled managers in

In this changing world, our global business theories and literature have implications toward the future. The future of this growth and success depends largely on the key component which is Human Resource Management. So, we as researchers hope to enlighten and inform you as employers the significance of an effective solution that both understands your employees and is beneficial to your company. That is why we offer our recommendations in the end of this article based on our findings.

According to Decenzo and Robbins (1994), “Human Resource Management is a process of procuring, developing and maintaining the performance level of the employees to achieve the organizational goals in an efficient and effective manner”. The HRM practices of recruiting and selecting employees, training them for their job, evaluating their

After 1997, the relationship of Hong Kong and Mainland China is closer than before. Education freedom make Hong Kong be one of the links, which let the Mainland China communicate with the world (Tong, 2014). From 1998 to 2013, the number of mainland students who study in Hong Kong increases of ten times (Hong Kong Chinese University, 2014). After graduated, some mainland students want to find a good job in Hong Kong. However, they face the rat race with job hunting. One of the competitors to them is the local student. These local students grow up in Hong Kong. They accept the international education. They speak Cantonese frequently. They may hold the family relationship in Hong Kong. However, the mainland students have their own advantages. Nowadays, Chinese economy is developing quickly. Some companies in Hong Kong, especially financial company, may need the employee who can speak mandarin frequently and understand the culture of Mainland China. This research try to explain which is the employer in Hong Kong prefer to hire, local students or mainland students. In addition, the reason of the employers chose the employees. From this research, the public can find out what is the most important element the employers in Hong Kong looking for.