Human Resource Strategies in China

Human resource strategies in post-WTO China

“…In this more competitive and dynamic environment, the HR function will be crucial for creating flexible and adaptable organizations and managing the stillproblematic legal environment. Building an HRM system and developing employees in China is complicated by the fact that an increasing portion of the labor force available for foreign firms has little experience working in a competitive market environment Whiteley, Cheung, & Zhang, 2000). Thus, standard "Western" models of HRM may have to be adapted to China's culture and changing environment Bjorkman & Lu, 1999;Warner et al, 1999;Lewis, 2003) while capturing several effective local practices (Schlevogt, 2001a;Whiteley et al, 2000;Wong & Law, 1999).…”

“…Thus, the extent to which HR can contribute to competitive advantage in China may not have been fully captured by the previous research conducted largely from a Western perspective (cf. Whiteley et al, 2000). Culture and environmental context should be considered in anticipating how employees may interpret and react to HR practices.…”

The emerging external labor market and the impact on enterprise's human resource development in China

“…Moreover, new domestic industries will face strong competition from foreign companies with more sophisticated skills and technology. The shortage of skilled employees and the competition in attracting and retaining capable personnel among SOEs, COEs, DPEs, and FOEs have become acute problems in the current stage of economic development (Whiteley, Cheung, and Zhang, 2000). Future national HRD policy will have a dual focus on the challenges of the new global environment and the more open domestic environment.…”

HRM Transition in Indonesian Companies Following the Asian Financial Crisis

“…Three clear super categories of practice were identified following content analysis processes: PA (Personnel Administration), HRM (Human Resource Management), and SHRM (Strategic Human Resource Management) practices which resonated with the HR literature. PA was defined as the basic administrative activities such as record keeping (attendance, leave records) company training, salary computation and other short term task oriented activities (Whiteley, Cheung and Zhang, 2000). HRM is the integrated system for managing human resources with an emphasis on full utilization of these resources (Guest, 1987).…”