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Essay / Research Paper Abstract
This paper discusses the challenges that U.S. managers have when managing a workforce in the People's Republic of China. Topics under discussion include Chinese human resources, motivation, bonuses, worker skills and other areas that managers must be cognizant of when managing a Chinese workforce. Bibliography lists 5 sources.
Page Count:
5 pages (~225 words per page)
File: D0_MTchinawo.rtf
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Unformatted sample text from the term paper:
a result, many Fortune 500 companies and other Western multinational firms are moving into the country in order to set up a company, manufacture products and sell them. However, the
"far-off land" concept sometimes enters into the equation. Because China is not a Western nation, because it is a different culture, many companies are finding that managing a Chinese workforce
is vastly different from managing one in France, Great Britain or even Germany. Before effectively managing a Chinese workforce, U.S. companies and managers need to take a variety of factors
into consideration including relationships, language, motivators and customary business practices. It has been recognized, in fact, that recruitment, retention and management of human resources in China is a problem for
many Western firms that operate in China (Bjorkman et al, 1999). Until recently, the main challenges to Western firms doing business in
China involved obtaining hard currency, working with major ministries on supplies and facing archaic and conflicting laws (Ahlstrom et al, 2001). However, with Chinas introduction into the World Trade Organization,
Western companies are moving beyond basic sales offices or joint ventures and actually going into the community to hire local employees, while localizing management (Ahlstrom et al, 2001). This has
created a variety of challenges for those who are employing in China. For one thing, doing business in China is vastly different
from doing business within Western countries. The Chinese rely on the concept of "guanxi," a system of doing business on the basis of personal relationships, rather than on the basis
of contracts or verbal agreements (Lovett et al, 1999). The prime basis of guanxi is a network of informal relationships and exchanges of favors that dominate the business climate throughout
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