1、Challenges in HRM Research in China,Shuming ZhaoProfessor and Dean School of Business Nanjing University Nanjing 210093, China Tel.: 025-83592077 Fax: 025-83317769 E-Mail: , Dr. Prof. Shuming Zhao, School of Business, Nanjing University,Z,Nice Reminder 温馨提示,“Tell me, and I will forget,听到，我会忘记，Show m
2、e, and I may remember,看到，我会记住，Involve me, and I will understand.”参与，我会明白。Confucius 孔子, Dr. Prof. Shuming Zhao, School of Business, Nanjing University,Z,Todays Agenda,Ten Hot Topics and four Difficult Issues HRM Research Focus in China Issues and Challenges for the Science of HRM, Dr. Prof. Shuming Z
3、hao, School of Business, Nanjing University,Z,Ten Hot Topics on HRM 1. Legal Requirements,China government gradually raised the level for normalizing the labor market and enforcing the laws (Labor Law, Contract Law, Employment Promoting Law, etc.). Facing the competition challenges and managing beco
4、mes more and more multiple and flexible, company human resource management should meet the government legal requirements. Research topics: External environment of HRM, such as law, labor market, competitors, etc. influencing HRM., Dr. Prof. Shuming Zhao, School of Business, Nanjing University,Z,2. S
5、elf Innovation,Chinese government proposes to establish Innovated nation, the key is the talent. How to improve self innovation and creation motivation through management is a very important subject to HRM. Research topics: Innovation, creation, entrepreneur, entrepreneurship, etc., Dr. Prof. Shumin
6、g Zhao, School of Business, Nanjing University,Z,3. Internationalization of Talent,From 1978-2005，China attracted US$600 billion FDI and invested US$50 dollars abroad. MNCs have established more than 800 R&D or engineering centers in China. China needs more internationalized talents What is the crit
7、eria for internationalized talents? Sony hired Howard Stringer as Chairman of the Board and CEO, Pepsi Cola hired Indra Nooyi as CEO, PingAn hired Richard David Jackson as President of the Commercial Bank (Someone has a good command of a foreign language, understand market economic rules, has intern
8、ational views, operation capability, and good performance.) Research topics: internationalization of talent, professionalization, marketization, and internationalization of managers, Dr. Prof. Shuming Zhao, School of Business, Nanjing University,Z,4. Frequent Changing leadership,Multinational compan
9、ies, state-owned enterprises, and private firms are all facing the problem of frequent changing leadership and high turnover rate. How to select employees, especially the senior managers? Is it a good idea for the state-owned firms to have all managers to retire at the age of 60? Research topics: Em
10、ployee Turnover rates, Employee engagement, employee satisfaction, etc., Dr. Prof. Shuming Zhao, School of Business, Nanjing University,Z,5. Layoffs,Companys layoff brings challenges to the employee relations. Research topics: layoff, employee relationship, Dr. Prof. Shuming Zhao, School of Business
11、, Nanjing University,Z,Labor Cost and Compensation,Labor cost increased, especially key positions. How to determine compensation, based on time, piece of work, technical capability, knowledge, management, performance? Research topic: human capital, compensation system, higher performance organizatio
12、ns, performance management and appraisal., Dr. Prof. Shuming Zhao, School of Business, Nanjing University,Z,7. High Work Pressure,Entrepreneurs, managers, professional people, and even workers feel high work pressures. How to balance life, work, study, and family? How to deal with the conflicts Rese
13、arch topics: improving the quality of work-life, balancing the conflict of work, family and life, Dr. Prof. Shuming Zhao, School of Business, Nanjing University,Z,8. Labor Relations,Lots of conflicts between employers and employees and between management and employees Union Law Case: Wal-Mart, Apple
14、 Computer Inc. , KFC, McDonalds, and Pizza Hut in China Research Topics: Labor relations, collective bargaining, trade unions, and union leaders, Dr. Prof. Shuming Zhao, School of Business, Nanjing University,Z,9. Labor Market and College Graduates,College graduates feel more difficult to find jobs:
15、 700,000 college students could not find jobs when graduated in 2004; 900,000 in 2005; 1.2 million in 2006; and the number might reach 1.5 million in 2007. China will change from “degree society” to “competency society”. Shortage of technical people Research topics: human resource planning, educatin
16、g and training college students, employment for college graduates, Dr. Prof. Shuming Zhao, School of Business, Nanjing University,Z,10. Professional Education and Training programs,Fast growing professional degree programs: MBA, EMBA, MPAcc, MPA, Engineering, etc. Company training, EDPs Research top
17、ics: organization development, organizational competences, organizational learning, training and development, career planning and development, Dr. Prof. Shuming Zhao, School of Business, Nanjing University,Z,Four difficult Issues 1. Culture,Under traditional Chinese culture, organizations first cons
18、iders equality in compensation system, not motivation. China is a society paying much attention to the issues of face, network, and guanxi. Some of the Chinese cultural phenomena affect human resource management in China. Research Topics: Multinational Business Management, Managing Foreign Companies
19、 in China, Managing Chinese Companies abroad, Cross-cultural Management, etc., Dr. Prof. Shuming Zhao, School of Business, Nanjing University,Z,Human Resources: the Core of Cross-Cultural Management,Cultural differences affect the efficiency of organizations through peoples minds, values and behavio
20、r. It is also humans (for example, the managers) who implement cross-cultural management., Dr. Prof. Shuming Zhao, School of Business, Nanjing University,Z,For Example: Multinational Staffing Policies,Four Approaches: Ethnocentric: All key positions are filled by parent-country nationals. Polycentri
21、c: HCNs are recruited to manage subsidiaries in their own country and PCNs occupy positions at corporate headquarters. Geocentric: utilizing the best people for the key jobs throughout the organization, regardless of nationality.Regiocentric: defining as functional rationalization on a more-than-one
22、 country basis, one way is to divide its operations into geographical regions and transfer staff within these regions. (regional headquarters), Dr. Prof. Shuming Zhao, School of Business, Nanjing University,Z,Cross-cultural management is a fascinatingly complex subject. Cross cultural knowledge and
23、awareness can assist executives to improve management skills. More importantly, it can also help business leaders make the right strategic decisions.,Cross-cultural Management, Dr. Prof. Shuming Zhao, School of Business, Nanjing University,Z,2. Concept,Many HRM problems caused by unclear concepts. H
24、uman resource management is the theory, techniques, methods, and tools for studying the adjustment of people and their relations in the organization, connection between work and its relations, matching the people and work in order to fully develop human resource management, tap peoples potentials, m
25、otivating people, promoting the work efficiencies and meeting the organizational objectives. Research topics: human resource management in a transitional period, functions of human resource management, human behavior, etc., Dr. Prof. Shuming Zhao, School of Business, Nanjing University,Z,3. System,C
26、ompanies do not have prefect governance Many state-owned enterprises have no core competencies Private firms are managed by family members and relatives, it is difficult to practice human resource management system. Research topics: human resource management system innovation in different regions, d
27、ifferent ownership, different industries, Dr. Prof. Shuming Zhao, School of Business, Nanjing University,Z,4. Methodology,At present, organizations start to pay attention to human resource management, but they do not know how to do it. We need not only to learn HRM theories, but also study HRM metho
28、ds, techniques, and tools. Many HR managers are learning different kinds of new methods and tools, such as KPI, 360 degree feedback, balance score card, etc., But they do not know what the best and suitable tool is for their firms. Research topics: HRM theories, methods, techniques, and tools., Dr.
29、Prof. Shuming Zhao, School of Business, Nanjing University,Z,Todays Agenda,Ten Hot Topics and four Difficult Issues HRM Research Focus in China Issues and Challenges for the Science of HRM, Dr. Prof. Shuming Zhao, School of Business, Nanjing University,Z,Some of the Modern HRM Theories from other Ar
30、eas,Resource based theory from political science Work cost theory from economics Human resource strategy theory from corporate strategy System theory from sociology Behavior theory from psychology, Dr. Prof. Shuming Zhao, School of Business, Nanjing University,Z,Three Important Focuses in the Resear
31、ch of HRM in China,Global HRM Strategic HRM Evaluation on HRM efficiency and effectiveness, Dr. Prof. Shuming Zhao, School of Business, Nanjing University,Z,I. Global HRM,Globalization has potential implications for virtually all of the research needs and directions we already have identified. Today
32、s increasingly global, competitive marketplace has driven considerable changes in labor markets, and has transformed the practice of Human Resource Management. Expanded multinational operations within large companies, combined with increased technology and communication capability, have led to vast
33、diffusion of global “best practices” in HRM., Dr. Prof. Shuming Zhao, School of Business, Nanjing University,Z,As a global company, the only way to succeed is to develop an effective global human resource management system with personnel capable of designing and implementing transnational business s
34、trategies. In most cases firms have historically gone from domestic, to international, to multinational, and finally to global operations. At each phase, the approach to human resource management changes significantly along with the changes in competitive strategy, company structure, the product or
35、service being marketed, profit margin, and expenditure required for research and development.,Global HRM, Dr. Prof. Shuming Zhao, School of Business, Nanjing University,Z,Four issues should be researched as firms go to global operations,Expatriate, Local Managers and their career Development Functio
36、n of Global HRM, such as recruitment, training, performance evaluation, compensation, Labor relations, etc. Cross Cultural Management Managing diversified workforce,Global HRM, Dr. Prof. Shuming Zhao, School of Business, Nanjing University,Z,Phase I: Domestic,Culture In domestic firms, international
37、 cross-cultural differences are not important. Human Resources There are no expatriates. Therefore, cross- cultural training and development is not an issue., Dr. Prof. Shuming Zhao, School of Business, Nanjing University,Z,Phase II: International,Culture Cultural sensitivity becomes very important
38、to market and clients in each foreign country. Human Resources The international firms now include many expatriates. Good people but not great people (not future CEOs) are sent abroad., Dr. Prof. Shuming Zhao, School of Business, Nanjing University,Z,Phase III: Multinational,CultureIn the multinatio
39、nal phase, cultural sensitivity becomes slightly less important outside the firm. While multiculturalism begins to become less important outside the firm, it becomes more important inside of the company. Staff from different parts of the world work together on a day-to-day basis. By this stage, atte
40、ntion to developing cross- cultural skills is needed for working both inside and outside the organization.Human ResourcesThe person making decisions for foreign operations is no longer an expatriate marketing expert, but rather a valued manager of a worldwide line of business. In this phase, as the
41、approach changes to multinational, the managers who are sent abroad tend to be more senior and therefore, more central to the companys core management., Dr. Prof. Shuming Zhao, School of Business, Nanjing University,Z,Phase IV: Global,Culture A global organization needs to understand cross- cultural
42、 differences both inside and outside the organization. Managing global boards and senior executive committees requires a sophisticated understanding of cultural differences in interaction patterns and in attitudes towards time, influence, and problem solving styles. Human Resources In this global Ph
43、ase, the number of expatriates again increases. Managers are sent abroad as the “glue of the company“ to coordinate and integrate strategic activities, not merely to complete particular tasks., Dr. Prof. Shuming Zhao, School of Business, Nanjing University,Z,Cross Culture HRM in China,In particular,
44、 multinational companies have increasingly set up operations for manufacturing and services in China, bringing with them HRM practices from all around the world. The importation of new management practices has changed the nature of the labor market and the practice of HRM, and will potentially have
45、an impact on Chinese society. These external forces are paralleled by unprecedented economic reform and the enactment of employment laws that are changing the nature of organizational forms and management practices within China. Chinas entry to the World Trade Organization has further heightened the
46、 global competition in the Chinese domestic markets., Dr. Prof. Shuming Zhao, School of Business, Nanjing University,Z,Topics needed to be researched,What is the current state of HRM practices in China? what theories may explain the variations in HRM systems? How do multinational companies influence
47、 HRM practices in China? What processes may lead to or what may account for any similarities or differences in HRM practices or systems between the MNCs and the Chinese firms? What have been the consequences of different HRM practices or systems in China?, Dr. Prof. Shuming Zhao, School of Business,
48、 Nanjing University,Z,Topics needed to be researched (Continued),What have been the intended and unintended consequences (individual, group, company, or societal) of different HRM practices? What are the roles, competencies, and behaviors of HR professionals in Chinese firms compared to MNCs and what may account for potential similarities or differences? What are the developments in industrial relations in China including the role of unions and labor laws on HRM practices and labor-management relations?,
