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Cross culture HR management research of China's Multi-National Corporation

Author: FuShaoLi
Tutor: XuJianFeng
School: Chongqing Technology and Business University
Course: Business management
Keywords: Multinational corporation Cultural differences Intercultural humanresources
CLC: F276.7
Type: Master's thesis
Year: 2012
Downloads: 1164
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Since we stepped into21st century, it is well known that the progress ofglobalization of the international economy has been continuously accelerated. Takingfull advantage of the international market and resources has become more and morevitally important for a company’s growing and even a country’s development.Considering that, the companies are looking for effective distribution of resources in awider space, participating the international division of labor and collaboration for abigger stage. Meanwhile, the differences of regional culture also bring the newproblems to the multinational corporation and their leaders, challenging the traditionalconception of management.Along China joining WTO, more and more Chinese companies came to theinternational market. It is inevitable that culture differences resulted from differentbackground and environment are turning into the obstacle of Chinese companies on theway of Internationalization, and effective intercultural human resources managementensures the successful transformation during that. The multinational corporationsusually are interregional, interethnic, intercultural, and inter-regime economic entities,therefore, the cultural element has directly influence on the human resourcesmanagement. It’s the first priority that correctly understanding and solving a range ofproblems derived from cultural differences.Based on the conception of intercultural human resources management, this articleemphasize that the cultural differences are biggest obstacle. Introduce the present statusof human resources management of multinational corporations in our country withreferring relative documents, analyze the cultural differences by Hofslede’sfour-dimension paradigm theory, and bring up cultural strategies according to individualcultural conflict. Then draw those cultural elements into deeper level of the functions ofhuman resources management, develop the proper solution for each department andform a cultural view with concrete policies. And ending with Lenovo as an example,present its human resources management strategies. This article’s theory has a similarpattern with Lenovo’s multinational human resources management which has beensuccessfully practiced.

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CLC: > Economic > Economic planning and management > Enterprise economy > A variety of enterprise and economic > Multinational
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