Essays on Transferability of Human Resource Management Essay

Download full paperFile format: .doc, available for editing

The paper 'Transferability of Human Resource Management' is a wonderful example of a Management Essay. Human resource management is a discipline, which can be learned just like other disciplines. Various organizations use different human resource management strategies. This has the basis of the organization’ s culture and the structures that exist in the organization. The strategies used are set to make sure the organization meets the needs of the human resource. This also helps the human resource in an organization be productive. Transfer human resource management strategies take place across organizations in the same place and across nations.

The transfer of the strategies is influenced by various factors. This paper looks at culture and institution structures as two factors that influence the transferability of human resource management across borders. In order to show how these two factors influence the transfer, the paper focuses on research conducted to find out how the two factors have impacted human resource management strategies transfer between China and the UK. The paper shows how the two factors have affected the transfer of the strategies between the two countries.

On one hand, the paper illustrates how cultural factors in China have impacted the transfer of human resource management strategies to the UK. It also explains how the cultural factors in the UK have impacted transfers of the HRM to China. The paper also looks at the institutional structures in both countries and their contribution to cultural transfer between the two countries. The two countries act as the basis of a study on how the two factors influence the transfer of the human resource management strategies even among other nations. If there is the development of a management system, which is so effective this is the one that would be applied in the whole world (Adler & Ghadar 1990, p. 236-260).

This means there is a way by which human resource management can be implemented all over the world. Studies conducted have noted the influence that national difference has on human resource management choice and practices of human resource management across various countries. This influence mostly comes due to the characteristics that the host country has on the management of the subsidiaries.

Recent research has paid attention to the influence of the home country on human resource strategies and practice in subsidiaries in other countries. This is the country of origin effect. However, many of the recent research in regard has a great focus on the distinctions which are there between the national models. They do not explain the effect of the home country on the human resource management choice and strategic choice. Comparative which has been conducted shows that there are differences among many countries which makes it difficult for human resource management strategies to be transferred among them The studies focused more on the comparison between China and the UK.

The studies analyze the influence the culture and institution distinctions on the strategies used in human resource management. According to a study conducted by Easterby-Smith (Bartlett & Ghoshal 1998, p. 181-191), identifies significant differences at the level of management levels, for instance, selection process, reward assessment, and promotions. These distinctions are out of the cultural and institutional differences among the countries. This is what makes it difficult for human resource strategies to be transferred between China and the UK (Gray 1998, p.

22). The study also analyzed the effect of the distinct characteristics among the countries of the human resource management approaches which more focus on the Chinese context. (Bartlett & Ghoshal 1998, p. 181-191). This paper looks at how national differences affect the transferability of human resource management.


Adler N. & Ghadar, F 1990, Strategic human resource management: a global perspective in human resource management, CRS Press, New York.

Bacon, N. & Snell, S 2009, The SAGE Handbook of Human Resource Management, 1st edition, SAGE Publication, New York.

Bartlett, C & Ghoshal, S 1998, Managing across borders: the transitional solution, Century Business, London.

Braine, M 1997, ‘Change and continuity in Chinese Employment relationships,’ New Zealand journal of resource management, Vol.22

Brock, D. & Birkinshaw, J 2004, Contemporary issues in multinational strategy and structure, Gabler Verlag publishers, London.

Child, J 1994, Management in China during the age of Reform, 1st edition, Cambridge university press, Cambridge.

Duan, Y 1995, Management strategies in china multinational enterprises, 1st edition, China Development Press, Beijing.

Edward, C. & Zhang, M 2002, The experiences of UK subsidiaries of Chinese MNCs in advancing labour standards, IIRA-CIRA Press, Toronto.

Edward T. & Ferner, A 2000, Multinational reverse diffusion and national business systems, Wayne University Press, Detroit.

Gray, J 1998, What globalization is not, False Dawn: The delusion of global capitalism, Granta Books, London.

Hofstede, G 1997, The business of international business is culture, 1st edition, Wiley & Sons, New York.

Lu, Y. & Bjorkman, I 1997, HRM practices in China-Weater joint ventures: MNC, 1st edition, Beijing.

Roosevelt, J 2004, International human resource management, 2nd edition, Educational press, Hague.

Stahl, G 2006, Handbook of research in international human resource management, 1st edition, Edward Elgar publishing, Massachusetts.

Warner, M 1998, Joint ventures vs. State owned enterprises management and human resources in China, Baptist University, Hong Kong.

Download full paperFile format: .doc, available for editing
Contact Us