International Human Resource Management in China

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International Human Resource Management in China Introduction Globalization is changing the nature and pace of International Human Resource Management (IHRM). Now virtually anytime, anywhere a globally-based project can be initiated and within less than an hour a project team assembled, with goals defined. This is the 21rst century new normal; business models will shift and change rapidly in respond to the changing nature of globally-based opportunities and threats. One of the main catalysts of much global change is occurring as a result of the Chinese economy growing so rapidly. In order to manage a Chinese workflows however, incouding the core functions of recruitment, training, performance evaluation, and compensation from a purely monetary and cultural standpoint, cultural frameworks are needed. In defining strategies for each of these areas, the Hofstede Cultural Dimensions Model (Hofstede, McCrae, 2004). Making IHRM Effective in China In defining strategies in the four core areas of IHRM including recruitment, training and development, performance evaluation and compensation the five cultural dimensions of the Hofstede Model will be very effective in determining the cultural variation and scope of differences between the U.S. and China. The five cultural dimensions included in the model include Individualism (IDV), Long-Term Orientation (LTO), Masculinity (MAS), Personal Distance Index (PDI) and Uncertainty Avoidance Index (UAI). These five cultural dimensions
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