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Let the “other” speak for itself Understanding Chinese employees from their own perspectives

Let the “other” speak for itself Understanding Chinese employees from their own perspectives Purpose – China is a fast‐growing economy, and many multinational companies (MNCs) have found their ways to infiltrate that market. The competition among the MNCs has generated human resource management (HRM) problems. When formulating approaches in dealing with these problems, the expatriate management of the MNCs often “speak for” their local employees, as if the latter has no voice of its own. It is suspected that MNCs know partly what their local employees value. With such limited understanding, the former may be ineffective in managing their local staff. The purpose of this paper is to report a study that explores the HRM problems from local employees' perspectives. To understand Chinese employees, the conceptual lens, stemmed from Chinese philosophical traditions instead of that derived from western experience, is used. Design/methodology/approach – Data were collected through semi‐structured interviews with Chinese employees working in MNCs. Findings – The findings suggest that “asymmetrical understanding” exists between expatriate managers and their Chinese employees, and that the former may know much less about the latter than it is normally assumed. Research limitations/implications – The findings, illustrated through interviews, have shed light on how MNCs could manage their Chinese employees, and how a meaningful dialogue could take place: understanding the other (Chinese employees) on their own intellectual ground to overcome “asymmetrical understanding”. Originality/value – By allowing the voice of the other to come forth rather than to keep it in the background as, at best, a whisper, the study helps create a platform for a meaningful cross‐cultural dialogue between voices from the west and the other. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Critical Perspectives on International Business Emerald Publishing

Let the “other” speak for itself Understanding Chinese employees from their own perspectives

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References (42)

Publisher
Emerald Publishing
Copyright
Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
ISSN
1742-2043
DOI
10.1108/17422040810870024
Publisher site
See Article on Publisher Site

Abstract

Purpose – China is a fast‐growing economy, and many multinational companies (MNCs) have found their ways to infiltrate that market. The competition among the MNCs has generated human resource management (HRM) problems. When formulating approaches in dealing with these problems, the expatriate management of the MNCs often “speak for” their local employees, as if the latter has no voice of its own. It is suspected that MNCs know partly what their local employees value. With such limited understanding, the former may be ineffective in managing their local staff. The purpose of this paper is to report a study that explores the HRM problems from local employees' perspectives. To understand Chinese employees, the conceptual lens, stemmed from Chinese philosophical traditions instead of that derived from western experience, is used. Design/methodology/approach – Data were collected through semi‐structured interviews with Chinese employees working in MNCs. Findings – The findings suggest that “asymmetrical understanding” exists between expatriate managers and their Chinese employees, and that the former may know much less about the latter than it is normally assumed. Research limitations/implications – The findings, illustrated through interviews, have shed light on how MNCs could manage their Chinese employees, and how a meaningful dialogue could take place: understanding the other (Chinese employees) on their own intellectual ground to overcome “asymmetrical understanding”. Originality/value – By allowing the voice of the other to come forth rather than to keep it in the background as, at best, a whisper, the study helps create a platform for a meaningful cross‐cultural dialogue between voices from the west and the other.

Journal

Critical Perspectives on International BusinessEmerald Publishing

Published: May 2, 2008

Keywords: China; Employees; Human resource management; Self actualization; Multinational companies

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