Staffing for Australian business success in China

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IntroductionNowadays, with the globalization of the economy and the development of the new technology, the enterprise's structures of the workforce and the industrial relations have a huge change in each country, especially some large-scale enterprises. The increasingly diversity structure of the workforce is propitious to accelerate the innovation of the enterprise. The development of enterprise primarily depends on the employee, so the successful staffing is very important for the enterprise's success. Many Australian enterprises choose to set up their new companies in China. In order to develop well, finding the suitable employees is beneficial to the Australian enterprise which wants to success in China. The Australian enterprise in China can not select the Australian employees and managers as the members of the enterprise, so it is obvious that there are diversity employees in the enterprise. Diversity refers to the variety of age, gender, race, and cultural differences existing within the same workplace (Spero and Yu, 2005).

This article mainly discusses the staffing for Australian business success in China. In order to make a good success in China, the enterprise should consider each aspect in the human resource management.

The distinctive skills and attributes required of staff working for Australian enterprises operating in ChinaThe Australian Human Resources is not enough relatively. But The Chinese Human Resources is rich. The important thing for the Australian enterprises is how to select the suitable employees. The Australian culture and Chinese culture is different from each other (McComb, 1999). If the Australian enterprises want to operate successfully in China, the first thing for them is to understand the Chinese culture carefully. Of course, the Australian advanced management thought and technology should be reserved in the business operation. The Australian managers should not be simply assigned to China. They must understand the Chinese culture and Chinese people's living habits firstly, and then they could manage and deal with the things well correspondingly. Because there are many employees who are on the different culture background in the enterprise, it requires the distinctive skills to the staffing (Moy and Lam, 2004). If the Australian enterprises hire the trained Chinese manager or the Chinese people who come back from the foreign enterprises, it is a good idea for the Australian enterprises. Because the Australian and the Chinese's thinking modes are different form each other, the Chinese manager who has been trained by the Australian enterprise can mange the employee better than the assigned Australian manager. Most of the Australian enterprises' employees are the Chinese people; the Chinese manager can communicate with the employees better than the Australian manager. Of course, the Chinese manger should communicate with the Australian enterprise's headquarters and communicate the new thought to the employees immediately. The important thing for the management is the communication, especially among the employees who possess the different culture background; the communication plays a great role in the management (Petrovic and Nada, 2003). For Australian enterprises operation in China, they could have the diversity management a try on the basic of the effective communication.

The challenges for Australian employersWith the development of the multinational management, the enterprises begin to break through the limit of region, tend toward the international stage; there are more and more multinational employees. The multinational employees have different background of culture. Globalization means doing business with people from all over the world, who come from many different cultures. The ability to understand, negotiate, communicate and manage people across a wide diversity of business and ethnic cultures will be crucial to the future development of all businesses. The enterprise should construct diversity enterprise culture, in order to adapt the diversity employee management. At the same time, each enterprise should also adjust their organization culture constantly (Tang, Au, Ngo and Pun, 2002). The challenges for Australian employers are the culture differences between the Australian and the Chinese. If they can deal with the culture differences well, their business operation will go on well. With the economic globalization, the fluidity of the employees become more and more quickly. The employers pay more attention to the employees' working performance. They do not pay more attention to the employees' length of working time. The new employee and the old employee possess the equal working opportunity and statues. The employers pay more attention to the employees' working attitude, working ability and working performance. The most important thing for the Australian enterprises which are in China is how to enhance the employees' working performance and reserve the good employees. The Australian employers should establish the equal human resource management system in order to hire the quality, skilled and experienced employees. The Chinese people's culture background and religious belief are different from the Australian. The biggest challenge for the Australian employers is that manage the diversity employees who have the different culture background. The enterprise will pay out more energy on retaining the good and appropriate employees nowadays.

Discuss and evaluate the strategies an organization can adopt to identify, relocate, recruit, and retain appropriate employees.

In the age of knowledge economy, the human resource has become the basic source of the enterprise's existing and development. As the important link in the human resource management, the hiring employees have been paid more attention. In order to select the appropriate employees for the enterprise, the enterprise should understand that it needs what kinds of employees firstly. Then the enterprises begin to selects the employees according its criterion (Georges, 1996). There are skills for the enterprises to select the employees. The interviewees should have the great passion for the job. The enterprise should not emphasize on how the job is good excessively. It should describe the job objectively for the interviewees. Because if the interviewees begin to work for the enterprise and find the shortcoming of the job, it will bring the great falling sense to them and they will not satisfy with the job and finally quit. The better method is that the enterprises do not only tell the interviewees the attraction of the job, but also tell the shortcoming and challenge of the job. After the objective description, if the interviewees want to stay in the enterprise, their working motivation is the most simple. They will performance in the future working time and their future working condition will be steady. Each job could meet the challenge, the employees must understand this. If the employees perform well in their enterprises, the employees should obtain the encouragement from the enterprises. The enterprise should consider how to retain the good employees, because the cost of training a new employee is higher than the cost of retaining a good employee. Most of The Chinese people's thought is that possess a steady job. If the enterprise pays attention to the good employees, it is not possible that the employees leave the enterprise (Messmer, 2003). So the enterprise needs a reasonable performance appraisal system to encourage and retain the employees.

There are not particular human resource management problems for Australian companies in staffing their business operations in China.

There are many multinational enterprises in the world. With Chinese billion-plus inhabitants, China is a nation undergoing rapid economic expansion. In addition to the growth of local business; many foreign firms have established operations in China and are employing local talent person (Gross and Dyson, 1997). Furthermore, the foreign firms which locate in China are seeking the skills, knowledge and abilities of Chinese employees to help bridge language and cultural gaps between these two nations. These changing conditions have resulted in an increase in staffing needs for both Chinese and foreign firms. Successful staffing of organizations requires that job applicant qualifications be properly matched with job requirements and enterprise culture (Peppas, Peppas and Jin, 1999). The obvious human resource management problems for Australian companies in staffing their business operations in China are the cultural difference. Only if the Australian enterprise deals with the problem of the cultural difference, the management of the enterprise could carry through well, the employees and the Australian enterprise could communicate with each other, the employees will work wholeheartedly. The core problem of the human resource management is the human. Different country's people have different culture background and religious belief. So no matter which country's enterprise staff their business operations in China, dealing with the cultural difference is the significant thing for each foreign country's enterprise. There are not particular human resource management problems for Australian enterprise in China.

ConclusionGiven the recent economic growth in China and the predictions that China's economic output will soon surpass that of all other nations, the Australian employers who are in China will look for Chinese people meet their staffing needs. The Australian enterprises choose the Chinese people as their employees in China. They must select the correct strategy for the human resource management. There are rich human resources in China for the Australian enterprise. The Australian enterprise should understand the Chinese culture firstly, and then it could hire the suitable employees and improve the development of the enterprise. For a foreign enterprise in China, if it wants to success, it must employ the suitable employees and manage them in a correct method. No matter the assigned Australian manager or the trained Chinese manager, only if he understands the culture differences between the Chinese and the Australian, he could manage the employees well.

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Messmer, M. (2003), 'Five things to look for in job candidates', Strategic Finance, Vol. 85, Iss. 3, pp.15-16.

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Petrovic, J. and Nada, K.K. (2003), 'Strategic staffing of international joint ventures (IJVs): an integrative perspective for future research', Management Decision, Vol. 41, Iss. 4, pp.394-406.

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