New Models of Human Resource Management in China and India

Convergence-divergence of HRM in the Asia-Pacific: Context-specific analysis and future research agenda

“…Sadly, this also holds true for both China and India and the other countries in the region pursing divestment of public sector organizations. Interestingly, the strict central rule in China allows the implementation of such change programs without much trouble, whereas in India, the trade unions and other political pressure groups make it very difficult to allow for such a transition (see Nankervis et al, 2013;Saini & Budhwar, 2014). Clearly, this creates a massive challenge for the HR function to restructure, downsize, and right size their organizations and also deal with demanding trade unions.…”

“…Further, the vocational and educational set-up of a country is directly responsible for the employable skills of its graduates. In a majority of Asia-Pacific countries, finding new graduates with employable skills is a major issue, even though many of these countries produce staggering numbers of graduates each year (see Duoc & Metzger, 2007;Li, 2011;Nankervis et al, 2013). Clearly, this disparity has direct impact on the talent acquisition and management function of HR (e.g., Napier, 2005;Farndale et al 2010;Lin 2011), as well as serious implications for critical factors such as wage and salary suppression, job-hopping, organizational commitment, and organizational performance.…”

“…For instance, in Japan, the recessionary conditions of the past decade or so are undermining traditional employment practices and precipitating changes in the system (see Wolf, 2010;Ishida & Sato, 2011;Hirano, 2011), while China, India and Vietnam have witnessed a boom in foreign direct investment since the liberalization of their economies (albeit at different levels, stages, and paces). Additionally, the arrival of foreign firms in these economies has forced local firms, to rationalize their HRM practices to stay competitive (Beresford, 2008;Vo, 2009;Budhwar & Varma, 2011;Nankervis et al, 2013).…”

Human Resource Planning and Use of Technology to Company Efficiency and Employment Creation. Case Study: PT. Go-Jek Indonesia

“…This includes how many people are needed in the short and long term, the type of skills needed in the future, a way to discover the needs of the existing resources, where to find them, things that are needed to develop basic capabilities, identify employees with potential and capabilities, attract and retain key employees, expanding opportunities to maximize placement of employees by increasing flexible working, and that harm reduction organization. Human resource planning has a function to form a long-term strategy in organizations that include recruitment to training, development and career management, to resignation [22]. Human resource planning also has a relationship with the strategy and objectives of the organization.…”

The New Reform of Human Resource Management in the Era of Mobile Internet

“…"Internet plus" action plan is committed to promoting the mobile Internet, cloud computing, big data, networking and modern manufacturing industry combination, to promote e-commerce, the Internet industry and the healthy development of Internet banking, Internet guide enterprises to expand the international market.Big data refers to the conventional software tools in the affordable range of time capture, management and processing of data collection, is the need for new treatment mode to have a stronger decision-making & insight discovery and process optimization capabilities of massive, high rates of growth and diversification of information assets [1][2][3] . At present, the large data involved in a very wide range of disciplines, and the study of business management is less, the study of human resources management in modern enterprises is relatively scarce.…”