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Strategic International Human Resource Management for the Chinese Region Report

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Updated: Jul 2nd, 2019

Introduction

Expatriation of our managers to the greater China republic can be taken as an honor, success, and opportunity to increasing our global economy. It portrays how broad our spectrum can be than just exploring China, but also a dozen of different countries in the world.

However, our move to China is not a simple task. It requires an efficient, effective, and complex management team that can formulate the best international policy choices that compete with the demands of the international integration.1

Notably, a strategic human resource management system should link and coordinate the standard international human resource to our strategies. It will seek to move our most qualified staff and advertising managers to china to limit catastrophic results caused by lack of qualified expatriates.2

Therefore, it is critically important to incorporate an international human resource management system since the international assignments require adequate training before deployment.

Through expert knowledge, consultation, and academics, this report seeks to identify themes, strategies, directions, and issues for international human resource management for the Chinese region.

Generally, the primary objective of the human resource management will be to oversee the importance of the human labour in relation to the current physical resources and finance in order to make the most effective use of human lab our.

Differences between human resource management and international human resource management

Even though human resource managers have similar tasks compared to the international human resource managers, the international human resource managers have responsibilities that are more complex.

International human resource managers will have an obligation of coordinating what is happening in their home and the host country. Additionally, they will have to cater for the needs of the different national subsidiaries, the parent country nationals, and the third country nationals.3

Local human resource managers only administer programs to a single group of national employees who are bound by similar taxation and compensation policies. However, international human resource managers are faced with challenges of administering and designing policies for a diverse group of employees.

Additionally, international human resource managers have a greater involvement with their workers personal lives as compared to the local human resource managers.4

Recommendations in Management of Expatriates

Preferably, management of expatriates is a critical aspect in our company. Therefore, the company has to agree on the most efficient integrated international human resource strategy. The strategies that will be developed are required to support the international relations.

Notably, our findings have approved the ethnocentric approach to be a suitable practice for our company. The reason is that this approach will allow us to control the expatriates right here in Australia so as to regulate the cost and the company resources.

Additionally, in order for our organization to run strategically, the firm will have to link the operational requirements with the new foreign assignment. The approach will allow our managers to identify the strategic decisions and the manner in which the advertising assignment will be managed.

The success of the company depends on how the global managers manage their staff. Research has shown that most of the expatriates leave their companies after repatriation, which means that there is much loss of talents and experience.

Therefore, loss of ex-repatriates mean another incur of cost by the firm since it will be required to train new managers for the future tasks5. Another important point to note is that these experienced managers are a loss to the competitors giving them a chance to outweigh the company.

Lastly the company’s long term goals are lost. From this observation, it may be recommended that a good working relationship ought to be maintained between the company and the managers in terms of remuneration packages, appraisals and training programs.6

Preferably, training programs will help the expatriates to become prepared for the task.

Through international human resource strategies, we can create new insights as to how regional economies and cultural diversity as well as political differences affect the international human resource in China.

It will allow the managers to learn the current emerging issues of human resource management in china; the future directions and the innovations in the human resource management for the China republic.7

This will clearly create self-awareness, interpersonal skill, emotional stability, and flexibility to our advertising managers as they leave for their respective assignments.8

For instance, in the movement to China, the international human resource management will need to concentrate on language, culture, local living details, accommodations, expatriate administration, and local business briefing so as to adequately train our managers.

Recruitment and selection

Selection of managers and recruitment that allows their deployment into international assignments will be the most challenging practice that our company is going to undertake.

These assignments can only become efficient and effective only if we identifying the best and efficient expatriates for the China adverting operations. Through our international human resource management, we can develop competitive global managers who can effectively adapt to the constraints of the host country.9

Selection criteria

In order to minimize poor returns and failure by our expatriates, it is important to have a selection program, which can help us choose the best team to deploy.10 Therefore, our international human resource management team for the selection criteria proposed the following considerations:

Technical ability

This will be the most vital factor to consider for our managers. Therefore our selection team needs to evaluate personal records of the selected managers so as to review the candidates potential and only come up with the most competent and skilled managers.

Family requirements

It is very important to look at the family requirements. The family ties will greatly influence the success of this assignment. It is very important to consider the expatriates’ willingness to serve overseas due to family ties or the willingness of the expatriates’ spouses to accept living overseas.

Cross culture suitability

Noting that out assignment will greatly relate to cultural interactions, it means that the expatriates have to be very conversant with the Chinese culture.

Therefore, our managers will require positive attitude to foreigners and desirable attributes such as emotional stability, diplomacy, ease of adapting to languages and maturity so as to face the hardships and pressures when living in China.11

Considerably, what would seem as a normal practice and a custom for our country may turn out to be a taboo or an illegal practice in another country.

Recruitment

The next critical step after selection will be recruitment of our expatriates. This will ensure effective performance and no failure of our expatriate while abroad. Training them on cultural expectations will aid the managers to easily adapt to their new environments and exercise their cross cultural managerial skills.

Additionally, having cultural seminars could help the affected parties to discuss their various experiences in different cultures.12

Performance and strategic management

Frequent up-to-date feedbacks on the managers will be required during the assignment in order to measure their performance. Notably, this will help to decrease the risk of incurring losses from the failures of expatriates.13

For instance, feedback will help them to regulate costs such as payments of poor performing or failed employees. However, how will the international human resource strategy become implemented? The following are some of the recommendations that our team forwarded for an effective strategy implementation:

  1. The firm should ensure that the international human resource data base is computerized through ways such as creating a website so as to create an easy access to the human resource data
  2. The international human resource should be formulated in conjunction with the line managers so as to create a transnational mindset within the firm.
  3. Before implementation of any policies, it is important to investigate the degree into which the political, economic, cultural, and legal factors affect the integrated human resource policies.

Remunerations

Management of expatriates is a complex task since it comes from different backgrounds, and varies in skills and expediencies. Therefore, it is important that our human resource system comes up with a strategy that fairly distributes salary among our employees so as to avoid conflicts.

This proposes that our international human resource managers ought to adapt must clearly define the terms and conditions for the different remuneration packages.

The managers must therefore be aware of their proposed salaries and the reason for having the stated packages before their deployments are set in order to avoid conflicts.14 For instance, the Chinese remuneration policies have been found to be inappropriate and inefficient according to the living standards.

This depicts that our standard payment policy would have to be affected so as to match with the local practice.

Conclusion

International human resource management is a very critical system of managing human labour for global business, and differs from local human resource since it has wider and complex aspects that it should cater for.

Managers in international human resource assignments need to evaluate issues including laws, culture, payment expectations, and integrated procedures in order to ensure that they have the best working relations with their staff.

Bibliography

Armstrong, M 2007, Strategic Human Resource Management: A Guide to Action, Kogan Page Publishers, London.

Aswathappa, K & Dash, M 2006, International Hrm and the process of global staffing, Tata McGraw-Hill Education, Mumbai.

Beck,T 2011, Differences and Similarities Between International and Domestic Human Resource Management, GRIN Verlag, London.

Bhattacharyya, D 2010, Cross-Cultural Management: Text And Cases, PHI Learning, London.

Brewster, C & Harris, H 2012, International HRM, Routledge, London.

Briscoe, D, Schuler R & TariqueI 2012, International Human Resource Management, CRC Press, New York.

Dowling, P, Festing ,M & Engle, A 2008, International Human Resource Management: Managing People in a Multinational, Cengage Learning EMEA, London.

Jackson, T 2002 , International HRM: A Cross-Cultural Approach, SAGE, California.

Perkins, S & Shortland, S 2006, Strategic International Human Resource Management: Choices And Consequences In Multinational People Management ,Kogan Page Publishers, London.

Schuler, R& Jackson, S 2008, Strategic Human Resource Management, Wiley India Pvt. Limited, Mumbai.

Scullion, H & Collings, D 2006, Global Staffing Volume 7 of Routledge Global Human Resource Management Series Global HRM Series, Rout ledge, London.

Sengupta, N & Bhattacharya, M 2007, International HRM, Excel Books India, Mumbai.

Stahl, G, Björkman, I& Morris, S 2012, Handbook of Research in International Human Resource Management, Edward Elgar Publishing, New York.

Zacker, C, Faller, F, Holderbach, K, Plodeck, C & Sterzer, F. 2004. IHRM –The Process of Foreign Assignments, GRIN Verlag, London.

Footnotes

1 M Armstrong 2007, Strategic Human Resource Management: A Guide to Action, Kogan Page Publishers, London.

2 C Zacker, F, Faller, K Holderbach, C Plodeck & F Sterzer 2004. IHRM –The Process of Foreign Assignments, GRIN Verlag, London.

3 T Beck 2011, Differences and Similarities between International and Domestic Human Resource Management, GRIN Verlag, London.

4 N Sengupta & M Bhattacharya 2007, International HRM, Excel Books India, Mumbai

5 K Aswathappa & M Dash 2006, International Hrm and the process of global staffing, Tata McGraw-Hill Education, Mumbai.

6 P Dowling, M Festing & A Engle 2008, International Human Resource Management: Managing People in a Multinational, Cengage Learning EMEA, London.

7 D Bhattacharyya 2010, Cross-Cultural Management: Text And Cases, PHI Learning, London.

8 C Brewster & H Harris 2012, International HRM, Routledge, London.

9 G Stahl, I Björkman & S Morris 2012, Handbook of Research in International Human Resource Management, Edward Elgar Publishing, New York.

10 D Briscoe, R Schuler & TariqueI 2012, International Human Resource Management, CRC Press, New York.

11 T Jackson, 2002 International HRM: A Cross-Cultural Approach, SAGE, California.

12 S Perkins & S Shortland 2006, Strategic International Human Resource Management: Choices And Consequences In Multinational People Management, Kogan Page Publishers, London.

13 R Schuler & S Jackson 2008, Strategic Human Resource Management, Wiley India Pvt. Limited,Mumbai.

14 G Stahl, I Björkman & S Morris 2012, Handbook of Research in International Human Resource Management, Edward Elgar Publishing, New York.

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IvyPanda. "Strategic International Human Resource Management for the Chinese Region." July 2, 2019. https://ivypanda.com/essays/strategic-international-human-resource-management-for-the-chinese-region/.

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IvyPanda. 2019. "Strategic International Human Resource Management for the Chinese Region." July 2, 2019. https://ivypanda.com/essays/strategic-international-human-resource-management-for-the-chinese-region/.

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