International Perspectives on Managing Human Resources - Essay Example

International Perspectives on Managing Human Resources Introduction China as a developing nation entails a population ofabout 1.3 billion. This population serves the countries developing industries under diverse human resource policies. As such, the large population is a direct reservoir of human labor supply requirements. The government of China devises effective policies with intent to maximize potential ability translating to the progressive modernization of the large country. The innovation of such policies centers to change the focus on a rich human resource nation to a country with a powerful human resource. As a discussion platform, this paper will analyze the human resource systems in China, the employment selection, labor associations and employee laws. A further discussion will include the assessment of the job opportunities concerning the hiring system. The Chinese Government focuses on the Small and medium enterprises as this constitutes to the country’s income and revenues. The enterprises range from local establishment to international exporting industries. As such, the government formulates rigid investment policies that target to safe guard the interest of the large labor force. The government of China manages to regulate the minimal wage expectation through defined employer memorandum signed before company establishment. As a follow-up to the understanding, existing government institutions monitor company performance with intent to access the payment systems. This precedes an annual review of the memorandum terms through bills and policies enacted through specific industrial sectors. The Chinese government focuses on the employee treatment rather than investment returns among different companies. As such, the employee welfare dominates a given industrial establishment (Warner, 211). China’s HRM operates on a scale of governmental enterprises and multinational firms. China also pioneered an open door structure in the year 1978, that later gave rise the operating labor laws enacted in the 1995. The historical development reformed the Chinese human resource economy through an establishment of management customs. As such, the Chinese government selects the preferred business managers. The labor agency determines responsibility allocation within the different industrial sectors. This structural performance enables the governmental institution to regulate wage allocations and individual performance standards. As such, the Chinese government is a central unit monitoring the human resource management with intent to support the Chinese progress (Warner, 189). The objective to expand china’s human resource management illustrates a macro-economic setting of a unique market scale. An evaluation of China’s human resource management shows a structured state labor law. The Chinese government influences the process of employee hiring through a supervisory role by providing the recommendation on the preferred selection. Through the methodology, China is able to regulate the working environment and anticipated expectations during the company’s operations in China. The Chinese government associates with the labor force and ensures that investors observe the same culture while working with the Chinese work force (Warner, 179). China Human Resources There are several interesting features of Chinese employment law. In china, employers are obliged to employ a quota of disability cases. The international business office representatives cannot directly recruit a Chinese citizen. Legitimate yearly leave privilege for employees is at an all time low. In numerous cases, legislation at regional, provisional or metropolitan level gives women the right to supplementary maternity leave if they get pregnant at the age of twenty-four. Legislation outlines part of municipal policy to promote later childbirth and nuclear families instead of extended leading to more family commitments and obligations (Warner, 217). Fixed-term contracts are a general form of an employment relationship in China. The relocation of a firm or part of the business does not automatically involve employee transfer concerned from the transferor to the transferee. The company can move and hire residents from a particular region of relocation. Legislative stipulations on equivalent job openings and employment discrimination are rather placed on a broad spectrum lacking in detail and hard to implement. China and US comparison on human resources policies "The United States has an elected government while, on the other hand, the American government is legitimate. Furthermore, there is a clear severance of legislative, legal, and supervisory authority. There is an extreme dissimilarity in the relevant up to date account balance. The US has the worlds major discrepancy burden, while China has the worlds paramount budget surplus. The US has a figure of 0.8 Years Lived with Disability per 1,000capita per year while China records 1.4. In China, building trust takes a longer period compared to America where they value and depend on you based on your work ethic. Chinese supervisors cannot be straightforward, direct, and truthful in their leadership techniques. As an alternative, Chinese managers use a more subliminal approach to get the staff to do what they require. Respect for elders is of major priority in China as the junior employees respect those of higher-ranking than them, no matter what. Side benefits outside of reimbursement or compensation are significant and a priority to employees in the United States. In China, benefits and reimbursements are a luxury that few workers ever enjoy. Similarities between Chinese and US employment developments in companies depend on what and who you know. Employees have to be politically inclined to move up the success ladder (Warner, 199). Conclusion The paycheck is not the only employee stimulation, but it is the main motivator. The company is for the most part steered by a moral policy that daunts stealing and lying. In the United States, the perfect person in charge is a "quick-witted democrat". He illuminates the strategy and vision for the union but sanctions assistants or gives them the power and ability to execute. He encourages a two-way form of communication. He establishes an open-door policy with his employees and encourages constructive input and ideas in the decision-making regarding the company’s growth. In China, the ideal boss is a "compassionate father". The executives pose as guardians or a parent who oversees his siblings on everything that need to be done regarding the business. He believes in obedience and concentration or attention to details and supervises his people at a lower echelon. He also spends time focusing on the individual wellbeing of his staff and considers it part of his job requirement. Work Cited Warner, Malcolm. Human Resource Management in China Revisited. London: Routledge, 2005. Print. Read More