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On transplanting human resource practices to China A culture‐driven approach

On transplanting human resource practices to China A culture‐driven approach Argues that, whether referring to economic or bounded rationality, the notion of rationality is meaningful only in a specific cultural context. Proposes, by analogy, a culture‐driven approach for rationally managing the human resource function in a global environment. Shows how culture provides additional explanatory power for human resource management (HRM) practices – beyond what is a accounted for by political or economic structures – by comparing the USA with one of its major trading partners, Taiwan and with the People′s Republic of China (PRC), a country with which the USA has had a rather checkered relationship, on their commonly‐used practices of selection, reward systems, performance appraisal and participative management. Makes suggestions on how to reconcile cultural differences in transplanting HRM practices to China. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Manpower Emerald Publishing

On transplanting human resource practices to China A culture‐driven approach

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References (10)

Publisher
Emerald Publishing
Copyright
Copyright © 1995 MCB UP Ltd. All rights reserved.
ISSN
0143-7720
DOI
10.1108/01437729510102657
Publisher site
See Article on Publisher Site

Abstract

Argues that, whether referring to economic or bounded rationality, the notion of rationality is meaningful only in a specific cultural context. Proposes, by analogy, a culture‐driven approach for rationally managing the human resource function in a global environment. Shows how culture provides additional explanatory power for human resource management (HRM) practices – beyond what is a accounted for by political or economic structures – by comparing the USA with one of its major trading partners, Taiwan and with the People′s Republic of China (PRC), a country with which the USA has had a rather checkered relationship, on their commonly‐used practices of selection, reward systems, performance appraisal and participative management. Makes suggestions on how to reconcile cultural differences in transplanting HRM practices to China.

Journal

International Journal of ManpowerEmerald Publishing

Published: Nov 1, 1995

Keywords: Appraisals; Participative management; Performance‐related pay; Recruitment; Taiwan; USA

There are no references for this article.