Research on the cross-culture human resources management in China's joint ventures

Introduction
21st century is characterized with globalization throughout the whole world. With the development of production ability and the speeding up of world economic integration process, market is no longer internal market within one country and customers are no longer internal consumers within one country. Everything features the characteristics of the whole world. They are no longer limited within the boundary of the country. Multinational companies and joint ventures have started to be established throughout the whole world. What follow are the cultural conflicts and cross-cultural management problems, which have become another important issue for current entrepreneurs. Since the opening-up policy in China, investments have been drawn from all around the world. China has now become the second largest investment destination only to the USA for the last three years. Many multinational companies, although, have achieved great success in China, multinational companies still face many difficulties before final success. And cultural difference is the most stubborn and common among the problems. Chinese culture is quite peculiar. Many foreign investors feel that when they come to China they would face even more great cultural and ethical communication expense. In addition, with the improvement of China's comprehensive national strength and the enhancement of China enterprises' overall strength, and in particular since the China's accession into WTO, more and more multinational companies and enterprises have come into China, the problems of cross-cultural human resources management in such joint ventures and multinational enterprises have been laid in front of human resources management managers.
This dissertation focuses on current cross-cultural management problems existing in China's joint ventures. This dissertation concludes 5 parts. Part one is basic theory of cross-cultural management. Part two is current status in China's cross-cultural management in China's joint ventures. Part three is the acceptance of world outlook of Chinese employees by foreign human resources managers. Part four talks about the Puzzles in the cross-culture human resources management in China's joint ventures.
Part five are the countermeasures in the cross-culture management in joint ventures.

Part One Basic theory of cross-cultural management
1.Concepts of culture
2. Concepts of cross-culture management
3. Current status in China's cross-cultural management in China's joint ventures
4. Contents of the cross-culture human resources management in China's joint ventures
4.1 Common value management
4.2 Acceptance of world outlook of Chinese employees by foreign human resources managers
4. Establishment of fine relations with the Chinese employees
1. Main problems in cross-culture human resources management
2. Possible result of cross-culture human resources management puzzles
Part Five Countermeasures in the cross-culture management in joint ventures
1. Basic assumptions of cultural integration
2. Cross-culture training
3. Countermeasures of specific implements
3.1 Localization of management
3.2 to cope with cultural conflicts with patience and tolerance
Part Six Conclusions
Gradual implementation of cultural integration strategy could help achieve harmony between domestic and foreign management, domestic and foreign employees. Cultural integration is a systematic project, and plans should be formulated step by step, phase after phase. Final objective of cultural integration is to shape cultural alloy. In the process of cross-culture management of human resources, the management should pay close attention to the changes in culture, and promote actively the transformation and integration of culture actively so that the enterprise could really turns into alloy that represents all the strengths of various cultures.

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