Human Resource Management for SMEs Entering China Persuasive Essay by scribbler

Human Resource Management for SMEs Entering China
A brief discussion on the human resources strategy in a new venture in the Chinese market.
# 152782 | 925 words | 4 sources | APA | 2013 | US
Published on Apr 29, 2013 in Business (International) , Business (Management) , Business (Human Resources)


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Description:

The author of this paper relates that he intends to apply his experience during the fledgling stages of HRM development in Vietnam to the Chinese SME context. The author calls for a philosophy that does not link HR objectives to financial benchmarks, but instead focuses on the strategic value added by that which is contributed through the HR department. The author further discusses how HR principles must be developed around those measures which correspond both to Chinese cultural norms and to the distinct characteristics of the small or mid-sized firms.

From the Paper:

"Still, China is, as many other parts of the Asian business community, working to overcome a history of isolation from western capitalism. Therefore, principles relating to HRM are only now coming into fuller practice. Fortunately, I am in a position to carry over my experience during the fledgling stages of HRM development in Vietnam to the Chinese SME context. Indeed, King-Kauanui et al (2006) confirm that only "recently, Vietnamese private companies have begun to apply HRM techniques, emphasizing training, compensation linked to employee and firm performance, and incentive compensation rather than the base wage." (p. 80)
"The article goes further to state that to an extent, the future of the Vietnamese small business market will depend on how well incentive programs are managed vis-a-vis HR strategies. This alludes to an important balance which must be retained as we venture into the Chinese market, with respect to the relationship between HR and economic evaluation. On this subject, Becker & Huselid (2003) argue that one of the common pitfalls that organizations make in the evaluation of their Human Resource departments is the intention of quantifying the value of HR and its functions. This, their article argues, overlaps the strategic performance value that is added through an effective HR strategy."

Sample of Sources Used:

  • Becker, B. & Huselid, M. (2003). Measuring HR? HR Magazine, 48(12), 56.
  • Boudreau, J.W. & Ramstad, P.M. (2006). Talentship and HR Measurement and Analysis: From ROI to Strategic Organizational Change. HR Human Resource Planning, 29(1), 25.
  • King-Kauanui, S. (2006). Impact of Human Resource Management: SME Performance in Vietnam. Journal of Developmental Entrepreneurship, 11(1), 79-95.
  • Kotey, B. & Sheridan, A. (2004). Changing HRM Practices with Firm Growth. Journal of Small Business and Enterprise Development, 11(4), 474.

Cite this Persuasive Essay:

APA Format

Human Resource Management for SMEs Entering China (2013, April 29) Retrieved June 03, 2020, from https://www.academon.com/persuasive-essay/human-resource-management-for-smes-entering-china-152782/

MLA Format

"Human Resource Management for SMEs Entering China" 29 April 2013. Web. 03 June. 2020. <https://www.academon.com/persuasive-essay/human-resource-management-for-smes-entering-china-152782/>

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