Aspects of HRM Globalization in China

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SECTION 1: INTRODUCTION1

Importance of the topic1

Objectives of the Study2

SECTION 2: OUTLINE OF THE RESEARCH3

Research Questions3

Research Methods: Collection of Literature Review3

SECTION 3: CRITICAL REFLECTION ON DESK RESEARCH6

Advantages6

Disadvantages6

SECTION 4: LITERATURE REVIEW8

Replication of IHRM Practices across Global Boundaries8

China's Human resource Development in the Context of globalization12

Primary Role of HR in china today13

Innovation and Development of Global human resources and public sector reform13

The changing Roles and Responsibilities of Human Resources under Globalization14

Strategic Business Partner and Change Agent14

Partner with Frontline and Middle Managers16

Employee Advocate and Champion of Globalization17

Global Compensation, Global Benefits, and management18

Overcoming Global Challenges: Changing Aspects of Human Resource Management19

Response of human resource management in China to globalization21

SECTION 5: ANALYSIS AND CRITICAL DISCUSSION25

Implications25

Practising managers26

Policy-makers26

Academic implication for research and teaching27

SECTION 6: CONCLUSION29

REFERENCES31

SECTION 1: INTRODUCTION

Importance of the topic

This topic is selected since the role of globalization in human resource management is imperative in an organizational structure. The business market of China is selected because it has come across many opportunities and challenges in the past decade in the context of human resource development. The human resource development in China is seemed to be well aligned with the global HR structure. This paper will further validate the same by focusing on the literature review. This area of study is important because, human resource department are transforming into the modern business facing complex challenges, like workplace diversity, employee satisfaction, and hiring and recruitment efficiencies (Zhang & Wu, 2004, 7).

The globalization of business means that more and more companies operate in different countries or have links with suppliers, customers, vendors in foreign countries. This new paradigm has impacted human resource management, with a greater number of expatriate executives, virtual teams, people who have their head in another country.

There are factors that determine the human resource management globalization as the type of business, cultural, economic, social, and legal aspects become important (Zhang & Wu, 2004, 7). The global companies are divided into three areas: the export and import are classic companies that buy and sell products and services. In this case, human resource policies are affected only by policies and regulations related to travel. 'Multinationals are now headquartered in a country and have units or subsidiaries in other countries. Each of these units operates separately from the plant. As expansion hires more workers in those countries where it operates, the challenge of multinational subsidiaries is significant without losing local customs. The management of the central house has an international training and processes must be adapted to each country's local regulations. In China, the recruitment and selection of talent is still the main priority which includes employee relations, talent management and performance of managers. In China, the Human Resources managers prioritize the training and development of employees and performance management. This demonstrates how the China tries to improve its performance to maintain its economic strength, despite the economic situation (Wright & McMahan, 1992, 295-320). While the crisis affecting most organizations, finding talent in there is always the number one goal of companies with global growth ...