Essays on Human Resource Management in the Peoples Republic of China Assignment

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The paper "Human Resource Management in the People’ s Republic of China" is a wonderful example of a Management Assignment. The Western world has been facing the challenge of dealing with the effects of globalization, in relation to Human resources management. The focus of globalization is to create a link between different countries in the world through information technology, trade relations and education. The western world adopts a system of human resource management that is liberal and flexible to accommodate multinational systems of Human resource management needs. Multinational companies heavily influence economic growth in developing countries, some of the challenges faced by these firms include the following variation of payment rates, population of immigrants, quality of service delivery and Variation in organization cultures and welfare (Zhu & Warner 2004). Variation of payment rates Multinational firms in the Western firms employ workers from various parts of the world and with various levels of academic qualifications.

The international Labour regulations require multinational companies to pay the employees in special rates, which is usually higher than the rates in individual countries. The level of education notwithstanding, the payments are supposed to be consistent and proportional to the standards set by the labour federations (Zhu & Warner 2004).

Even with this, the only relief that the firms have is with regards to the mandatory long term employee terminal benefits such as pension and other retirement benefits. The emerging economies also have to struggle with the harsh economic environments to retain the reputational positions they hold on the face of the world. Population of immigrants The western world according to the vast global community is considered as the most developed economic hub.

The implication of this reality is reflected in the huge number of immigrants moving into western countries such as the United Kingdom. This raises a state of joblessness in the countries, where the jobless population is specifically of that of foreigners from the developing countries. Being multinational companies, there is a challenge of creating a balance in the composition of human resources, in relation to their nationality. Countries like the United States of America and the United Kingdom receive hundreds of thousand immigrants yearly, a figure that tends to displace the position and priorities of indigenous citizens (Zhang & Li 2009). Quality of service delivery Multinational firms have challenges with the quality of performance among the employees.

This is because of the variation in the nature of training people receive from various institutions. It, therefore, compels the multinational firms to organize common training to homogenize the orientation of the human resources in a specific order to conform to the values, visions, and missions of the organization (Zhang & Li 2009). The challenge of balancing employee composition forces the human resources departments to acquire less qualified personnel in the places of highly qualified professionals due to the consideration of unique factors.

Such factors include religion, disabilities, marital status, races, gender and nationality (Warner 2000). Variation in organizational cultures and welfare Multinational organizations articulate the various cultures in the world. They have to observe the values and cultures of their employees such as ceremonies, holidays, political environment and days of worship. Any Human Resource action that does not recognize these values receives harsh criticism as a violation of human freedom. The welfare of employees also matter in the multinational firms.

Employees require important welfare issues to be observed such as leave days, sick-offs, funerals, weddings, medical services and personal development. The multinational organization does not have any amendment they can make to rectify the scenario (Zhang & Li 2009).


Warner, M. ed 2009, Human Resource Management ‘with Chinese Characteristics’, Routledge, London. pp32.

Braun, W & Warner,M 2002 ,‘Strategic human resource management in western multinationals in China’, Personnel Review, vol. 1, no.3, pp31, 32.

Cooke, FL 2004, ‘HRM in China’, in P. Budhwar (ed), Managing Human Resources in Asia Pacific, Routledge, London. pp14-15.

Ding, DZ & Warner, M 2001, ‘China’s labour-management system reforms: breaking the “three Old Irons”’, Asia Pacific Journal of Management, vol. 8, no.5, pp19.

Cooke, FL 2005, HRM, Work and Employment in China, Routledge, London,.pp43.

Warner, M 2001, ‘Human resource management in the People’s Republic of China’, in P. Budhwar and Y. Debrah (eds), Human Resource Management in Developing Countries, Routledge, London. pp33.

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