MSC HRM 2004
The Study of the Attitudinal Changes in Chinese Youth in order
to Fit Better in the Western HRM Setup in Foreign Direct Investment
Company in China.
Abstract
This dissertation provided an overview of human resource
management (HRM) practices in foreign direct invests corporations
(FDICs) in China. The research may help readers understand
the Chinese youth has changed attitude than the middle aged
people in aspect of reward and motivation of the HRM. Methods
used to collect data and information for this dissertation
range from questionnaire, books, and journals to internet.
Chinese economy developed dramatically since the “open-door”
policy was carried out in 1978. In the past two decades, more
and more FDICs entered Chinese business market. However, the
thousand years of traditional Chinese culture brings a lot
impact to the HRM operations in those MNCs. Upon that, how
to manage the HRM practices effectively under the Chinese
culture became a new topic to the international practitioners.
This paper analyzed the current situation of HRM practices
of MNCs in China, which the motivation and rewards section
was stressed heavily. By doing this research, the author attempts
to clarify the attitude change of Chinese youth in order to
fit better the western HRM system.
Key words: HRM; MNCs; national cultures; individual differences;
Contents
Chapter 1 Introduction 5
1.0 Introduction 5
1.1 Background of the research 6
1.2 Rationale of the research 9
1.3 Objectives of the research 11
Conclusion 12
Chapter 2 Literature Review 13
2.0 Introduction 13
2.1 Business, culture and communication 13
2.1.1 Definition of Culture 13
2.1.2 Mainstream culture theories and their application in
business dimension 15
2.1.3 Intercultural communication and its patterns 21
2.2 Influences of traditional Chinese culture and its changes
on Chinese employees in FDIs 24
2.2.1 Core of traditional Chinese culture: Confucianism 24
2.2.2 Confucianism’s influence on Chinese employees in terms
of Hofstede's four value dimensions and intercultural communication
27
2.3 Implications of attitude changes for HRM in FDIs 38
2.3.1 Strategic role of HRM in company 38
2.3.2 HRM in FDICs 39
2.3.3 Implications 43
Conclusion 46
Chapter 3 Methodology 47
3.0 Introduction 47
3.1 Research questions 47
3.2 Primary research 47
3.2.1 Questionnaire 47
3.2.2 Focus group interview 47
3.3 Secondary research 47
3.4 Procedures 47
3.5 Research limitation 47
Conclusion 47
Chapter 4 Research result and Analysis 47
4.0 Introduction 47
4.1 Method of analysis 47
4.2 Results and analysis 47
4.2.1 RQ1: Does traditional culture still affect young Chinese
employees 47
4.2.2 RQ2: Is there any difference of traditional culture
's influence on young Chinese employees in FDIs? 48
4.2.3 RQ3: To what extent does traditional culture influenced
young Chinese employees in FDIs? 48
Conclusion. 48
Chapter 5 Discussion, Conclusion and Implications 48
5.1 Discussion 48
5.1.1 Traditional culture’s influence on young Chinese employees’
attitude is changeable 48
5.1.2 Culture's impact on young Chinese employees lies in
the deep level 48
5.1.3 Management system from different culture backgrounds
has influenced young Chinese employees’ behavior directly
48
5.1.4 Important role of traditional culture in cultivating
culture and management 48
5.2 Conclusion 48
5.3 Implications 48
Bibliography 49
Appendix 60
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