Hrm in China
1. Introduction
It is widely accepted that business relies on effective human resource management (HRM) to ensure that companies hire and keep good employees and meanwhile they are able to deal with the conflicts between workers and managers. As we look at the history and content of HRM, there have been numerous changes in the world of human resources (HR) during the last decade as it shifts its focus from enhancing internal operations to maximizing contribution to the corporation’s business performance. (Mercer Human Resource Consulting, 2006)
With the economic development in china, HRM is concerned by more and more Chinese people. The development stage of HR profession in china is various in different ownerships of organizations. However, No matter what type of organizations they are, their HRM has been different compared with several years ago. In order to adapt to these evolutions in HRM, these Chinese HR managers have to face some certain challenges.
This essay will identify and analyze how HR function has evolved over the last 10 years and then give a general picture of what stage of development is the HR profession in china. At the same time, this essay also considers what major challenges are facing HR managers in china.
2. Changes of HR function
The HR function has had a revolution. It was not so long ago that the HR function was helping organizations on internal operations like finding out people want from their work, what an organization wants from its employees, and matching both needs. It pays more attention on improving technology and services delivery with the expectation that HR would transit to a more strategic role within the organization (Karen Piercy, 2006). Following are some aspects of the main changes of HR function.
2.1 HR as a strategic partner
Along with making changes to HR leadership, organizations worldwide are also changing their perception of the HR function. According to Mercer’s survey (2006), 67% of
It is widely accepted that business relies on effective human resource management (HRM) to ensure that companies hire and keep good employees and meanwhile they are able to deal with the conflicts between workers and managers. As we look at the history and content of HRM, there have been numerous changes in the world of human resources (HR) during the last decade as it shifts its focus from enhancing internal operations to maximizing contribution to the corporation’s business performance. (Mercer Human Resource Consulting, 2006)
With the economic development in china, HRM is concerned by more and more Chinese people. The development stage of HR profession in china is various in different ownerships of organizations. However, No matter what type of organizations they are, their HRM has been different compared with several years ago. In order to adapt to these evolutions in HRM, these Chinese HR managers have to face some certain challenges.
This essay will identify and analyze how HR function has evolved over the last 10 years and then give a general picture of what stage of development is the HR profession in china. At the same time, this essay also considers what major challenges are facing HR managers in china.
2. Changes of HR function
The HR function has had a revolution. It was not so long ago that the HR function was helping organizations on internal operations like finding out people want from their work, what an organization wants from its employees, and matching both needs. It pays more attention on improving technology and services delivery with the expectation that HR would transit to a more strategic role within the organization (Karen Piercy, 2006). Following are some aspects of the main changes of HR function.
2.1 HR as a strategic partner
Along with making changes to HR leadership, organizations worldwide are also changing their perception of the HR function. According to Mercer’s survey (2006), 67% of
References: Tan, C. Torrington, D. 2004, Human Resource Management in Asia, Person Education South Asia Pte, Singapore. Fang, L,C. 2005, HRM, Work and Employment in China, Routledge, England. Zhu, C, J. 2005, Human Resource Management in China, Routledge, England. Li Jincheng, 2002, China’s Human Resources Development and Public Sector Reform Facing Economic Globalization, Beijing. Mercer, 2006, Focus of HR functions shifts from internal operations to a more direct role in corporate performance, Philadelphia. Xuan Zhou, 2001, The strategy of human resources management, Silicon Valley, Shanghai. Tamkin, P. Barber, L. Dench, S. 1997, From Admin to Strategy: the changing face of the HR function, Brighton, London. Pfeffer, J. 1998. The Human Equation: Building Profits by Putting People First. Boston: Harvard Business School Press. Beatty, R.W. and Schneier, C.E. 1997. 'New HR Roles to Impact Organizational Performance: From "Partners" to "Players" '. Human Resource Management, Vol. 36, no. 1, pp.29-37. Connie Zheng, Morrison, M. and O’Neill, G. 2006, ‘An empirical study of high performance HRM practices in Chinese SMEs’, Human Resource Management, Vol. 17, no.10, pp. 1772-1803.