Human resourse practice in China Essay Example | Topics and Well Written Essays - 2000 words

Human resourse practice in mainland china - Essay ExampleIt overly focuses on identifying the connections among these practices and highlighting the cultural dimensions of China. 1.1 Recruitment and selection In historical perspective, recruitment and selection of employees had little significance in China. They were following an iron rice pipe bowl system, which has no policy of external bear on market. All practices of HR such as recruiting, training, compensation and public presentation appraisal were handled by this one single system. However, after 1995, many countries started working on free labor market including China. This involved recruiting from all levels such as universities, colleges and schools, which is a common practice nowadays in China and many other developed countries. Presently, researches pee-pee noted that mostly in organizations 80% of employees contract jobs on the basis of sources such as relatives, family, and friends etc. this is an illegal practic e. This large amount of percentage should be reduced and other people should also be preferred while recruiting and selection process. It have also been noted that most of the companies in China also prefer to transfer managers internally in rig to fill the vacancies quite a than hiring a soul from outside (Child J, 2000). A selection criterion of China differs as compared to the other western countries. It focuses more on its cultural values i.e. guanxi, which means that there should be affinity among companies, employees and the government. Then only an organization leads to success. This culture focuses on the idea that employees should know that they are obliged to form a fit in their job and company should be able to retain the excess module in case of new positions. This results to over employment in an organization. In recruiting and selection process companies should have more focus on skill and experience of a person alternatively than identifying that a person is Ch inese or a foreigner, which is the common practice of Chinese companies. 1.2 raising and phylogenesis Education, training and ripening of employees lead to efficiency in performance and provide various benefits to the enterprise. In past it was identified that to the highest degree 1.5% of workers in china had a suitable qualification, 27.3% studied till high school and 7.8% workers had technical knowledge. This shows that Chinese workers had lack of skills and were untrained. But after centralization of economy, China has concentrated more on the training and development of employees. Workers were provided internships and technical education in order to make them skilled persons. But a major bother identified in this program was that during training it resulted that most of the workers mismatched with their job, which lead to less work and productivity. Training programs were more concentrated on political issues in order to enhance the culture of China rather than technical e ducation. This led to a drawback and indicates that the training system of China is mostly linked to theory rather than practice. Workers are provided very narrow training aspect and they lack the ability to solve a paradox in a practical way. Therefore, it can be said that the training and development process of China is passive and it does not produce creative and dynamic workers (Wei L & Lau C, 2005). Talented employees switch their jobs on cardinal condition i.e. good salary or better carrier opportunities. But research indicated that in China employees are switching job because of better environment, compensation, knowledge, respectful position and carrier growth. In order to jazz up with this situation Chinese management association introduced various courses on the education of management systems in many