- 1. COMPARING HUMAN RESOURCE MANAGEMENT(RECRUITMENT AND
SELECTION) OF CHINA ANDUNITED STATES OF AMERICA COURSE: COMPARATIVE
MANAGEMENT GROUP MEMBERS:MIHI HAMID (2007-1-72-7502) FATIMA
BALOCH(2007-1-77-7772)TEHMINA KHALID(2007-1-72-7848) TAHA AHMED
KHAN (2007-1-77-8088)
2. The topic that we have selected for our
finalprojectinthecoursecomparativemanagement is comparing the
humanresource management of China and USA.Since human resource
management is a verybroad category so we will mainly focus
onrecruitment and selection process of boththe countries. 3.
RECRUITMENT AND SELECTION Recruitment is the process of generating
apool of capable people to apply foremployment to an organization,
and Selectionis the process by which managers and othersuse
specific instruments to choose from a poolof applicants a person or
persons most likelyto succeed in the job(s), given managementgoals
and legal requirements. 4. CHINA 5. HUMAN RESOURCE MANAGEMENT
CULTURE IN CHINA: Human Resource Management, recruitment and
Selection have been paidlittle attention in China. At present human
resource management in most of enterprises in China isstill
conventional, which is manifested by management idea, system
andpattern at macro level and management means and techniques at
microlevel (Lin, 2001). However, in China, majority of the
enterprises focus on the job design andrecruitment, but disregard
the continuous career development for thestaff . The lack of
high-skilled labors and managerial talents has become anurgent
issue for the recruitment market. 6. RECRUITMENT AND SELECTION IN
CHINA: In China, the recruitment and selection process is not seen
asa significant part in the whole corporate strategy Employers
spent less time and money on studying whichselection method or
technique to employ, but would ratheruse the probation period to
evaluate whether it will be agood decision to hire the more likely
person in long term andcarry out cost-benefit analysis during the
period. However, it has been observed that more and
moreorganizations in China are developing their recruitment
andselection strategy and techniques based on Western Practices.
For example, there are a few companies doing job analysis,using
semi-structured or structured interviews, as well asvarious kinds
of test originated from the West, some even useassessment centers
to select their managers. 7. Recruitment Methods in China
Recruitment in State-owned Organizations Recruitment in Foreign
Companies Recruitment in Private Enterprises 8. The Selection
Methods adopted in Chinese Organizations Interviews Assessment
Centers TestINVESTIGATION ON SELECTION METHODS USING 437
ORGANIZATIONS IN CHINA References Unstructured interviews
Unstructured interviews+ work sample Physical check Structured
interviews Investigations using third party Tests of job knowledge
Mental ability tests Weighted application blanks(WAB) Personality
tests Assessment centers Physical tests Graphology/ written honesty
test others 9. Culture differences between organizations One of the
reasons could be culture differences. Assuggested by Beardwell et
al. (2004), some organizationsmay have a preference for one
particular recruitmentmethod, or the processes are based upon
custom andpractice built over many years (although they may not
bewell-established). Moreover, maybe in someorganizations,
recruitment is seen as a marginal activity,undertaken as required
in an ad hoc manner by somedelegated employee or outsourced to a
third party aswhen needed. Regional differences may also
influencemethodology. 10. CASE STUDY ON CHINA Human Resource
Management in LenovoLenovo Group employed a total number of
approximately 19,500 employees, of whom 14,200 of whom were
employed within the Chinese mainland and 2,200 in the U.S. and
3,100 in other countries (Lenovo annual report 2006).Recruitment
and Selection in Lenovo Recruitment ProcessLenovo posts vacancies
on company website and other HR websites such as 51job.com,
ChinaHR.com; preliminary screening of CVs, follow by first
interviews, job knowledge tests, second interview (www.lenovo.com).
Selection MethodsCV analysis along with interviewGroup
discussionTests of job knowledge 11. UNITED STATES OF AMERICA 12.
Recruiting Methods of Philip Morris USA University recruitment
fairs Recruitment events Specialist Events, e.g. IT events Want Ads
Online ads 13. There are five steps in the Recruiting Process Step
1: Rsum submission Step 2: Rsum review Step 3: Initial screening
conversation Step 4: Your interview Step 5: Selection decision and
notification tocandidates 14. Selection ProcessThe qualities that
Philip Morris USA looks for in employmentcandidates are:
Leadership, and a willingness to take responsibility
Problem-solving and decision-making ability Creativity and
innovation Strong oral and written communication skills Broad,
cross-functional business knowledge Technical and organizational
ability Honesty, integrity, trustworthiness and dependability Team
players Self-motivated and action-oriented people People who are
flexible, able to adapt to change People with a passion for winning
15. For assessing these qualities, Philip Morris conducts
Psychological & Personality Tests Watson-Glaser Critical
Thinking AppraisalWatson-Glaser precisely measures critical
thinking abilityone of the strongest predictors of job success. It
is a 40-item, multiple choice test with many reporting options.
Minnesota Multiphasic Personality inventory is used for selection
of executives The test is used by trained professionals to assist
in identifying personality structure and psychopathology. Among its
many uses, it is perhaps best known as the personality test that is
used in conjunction with Secret and Top Secret security clearances
required for many positions within United States federal agencies
that incur an extensive responsibility for life and property, such
as the Department of Defense, Central Intelligence Agency, and the
Federal Aviation Administration. Myers Briggs Type Indicator is
used to determine personality components This assessment is a
psychometric questionnaire designed to measure psychological
preferences in how people perceive the world and make decisions.
16. CASE STUDYCURRENT RECRUITMENT AND SELECTION PRACTICES:A
NATIONAL SURVEY OF FORTUNE 1000 FIRMS This study was conducted by
Chris Piotrowski ofUniversity of West Florida, USA, and Terry
Armstrong ofGeorgetown University, USA. This study reports the
findings of survey data onrecruitment and preemployment selection
methods inuse by human resources departments in , majorcompanies in
the USA. In addition, data on use of online preemploymenttests,
currently and in the near term future, were alsocollected. The
analysis is based on responses from 151 firms. 17. INTRODUCTION In
this study, 750 companies were randomly selected from
nationalbusiness directories and mailed a survey form on
recruitmenttechniques and personnel selection assessment. Large
corporations are reluctant to share what they might
considerproprietary data, they attempted to obtain the name of
eachhuman resource director. This was accomplished by referring
tocompany sources such as Disclosure or by phoning the
companydirectly. Thus, the envelope and survey form were addressed
to aspecific person. Each companys Human Resource office was
requested to indicatewhat specific recruitment and personnel
selection methods wereused in hiring new employees. A separate
question addressed whether or not the company usedonline
pre-employment tests as part of its selection approach. 18. RESULTS
AND DISCUSSION While most of the companies use traditional
recruitmentand selection methods (e.g., resume, reference
checks),only 9.3 % rely on online pre-employment screening
tests.(See table 1) However, 9 out of 10 firms favour online job
boards andcompany websites. Another 21.9 % of the companies are
considering futureuse of online pre-employment screening as part of
theirselection process. Furthermore, 28.5 % of the companies either
screen orplan to screen for Honesty-Integrity while 21.9 % of
thecompanies either assess or plan to assess for
Violence-Potential. Interestingly, only 20% of the respondents
includepersonality tests as part of the selection process,
despitethe attention to "Personality" factors in the humanresource
literature. 19. RESULTS AND DISCUSSION As the current findings
indicate, about two-thirds of U.S.firms do not have plans to
incorporate online pre-employment assessment in the near future.
Yet, the business literature has seen a high level of interestand
actual implementation of Internet-based hiringpractices. Perhaps,
some firms rely on Internet based approaches forpre-screening
purposes or as a vehicle to narrow down ashort list of final
candidates. However, the legal pitfalls (e.g., such as
transparency,confidentiality, psychometric credibility,
inappropriatequeries) of online hiring approaches may be the
majorfactor deterring companies from using data from onlinetests.
20. RESULTS AND DISCUSSION Moreover, Human Resource decision-makers
might have concernsabout the legitimacy of clinical personality
tests or personallyinvasive queries/ In this regard, Naglieri et
al. (2004) address a number of delicateissues, such as proper
identification of an applicant, in addition toethical and legal
concerns that warrant consideration beforeimplementing online
testing. At the same time, the popularity of personality tests in
personnelselection cannot be ignored. In fact, Cascio (1995) argues
that welldeveloped measures of personality characteristics can
account foradditional variance in prediction of behaviour on the
job; however,the key issue for Cascio is whether alternative
technology aids suchas computer-based tests and interactive video
provide equivalentpsychometric properties when compared to
traditional in-personevaluation. 21. RESULTS AND DISCUSSION Based
on the restrictive and limited nature of the data onwhich the
current results are based, our findings should beconsidered
exploratory and in need of further, more in-depth investigation.
Future research in this area should focus ona) the psychometric
credibility of specific online assessment instruments,b) the
drawbacks and limitations of online approaches in human
resources,c) applicants attitudes and perceptions of online
selection methods,d) graduate-level education on selection
practices, ande) cross-national outcome studies on the use of the
Internet for personnel selection purposes with a focus on the
impact on human resource practices. 22. The Happiest Jobs in
America When you think of a cheerful job, you probablydont think of
loan officer, warehouse manager, oraccountant. But it turns out
these are some of thehappiest careers in America, according to
onlinejobs site Careerbliss.com. CareerBliss compiled a list of the
20 happiest jobsbased on analysis from more than
100,400employee-generated reviews between February2011 and January
2012. Employees were asked to rate 10 factors that affectworkplace
happiness, including ones relationshipwith the boss and co-workers,
work environment,job resources, compensation, growthopportunities,
company culture, companyreputation, daily tasks, and control over
the workone does on a daily basis. 23. The employees valued each
factor on a five-pointscale, and also indicated how important it
was totheir overall happiness at work. The numbers were combined to
find an averagerating of overall employee happiness for
eachrespondent, and then sorted by job title to findwhich
occupations had the happiest workers. A minimum of 50 employee
reviews was requiredto be considered for CareerBliss 20 Happiest
Jobsin America, and executive level jobs, like chiefexecutive, were
excluded from the study. Since we tend to spend more waking
hoursworking than doing anything else, our workhappiness is a huge
factor in our overallhappiness, says CareerBliss chief executive,
HeidiGolledge. Nearly every person has a desire to feelvalued and
content, and a workplace or a careerthat provides that for its
employees is key to notonly happiness for the employees but the
long-term success of the business. 24. With an index score of 4.24,
software quality assuranceengineers said they are more than
satisfied with the peoplethey work with and the company they work
for. Theyrealso fairly content with their daily tasks and bosses.
These professionals typically make between $85,000 and$100,000 a
year in salary and are the gatekeepers forreleasing high quality
software products, Miller says.Organizations generally will not
allow software to bereleased until it has been fully tested and
approved by theirsoftware quality assurance group, he adds. Tied
for the second most blissful job is executive chef andproperty
manager; both earned an index score of 4.15. Executive chefs, also
known as chefs de cuisine or headcooks, do everything from menu
creation and staff trainingto ordering and purchasing inventory.
They cite the workthat they do and the people they work with as the
maindrivers of their happiness. 25. Bank teller and warehouse
manager round out thetop five happiest jobs in America, with
indexscores of 4.14 and 4.13, respectively. A few support roles,
like customer service repsand administrative assistants, also made
the list.Why? Through our research we have seen thatmany people who
take on these roles are typicallyhappy supporting or servicing
other people, andare therefore fulfilled in their jobs. CareerBliss
also found that many peopleappreciate their jobs more in a down
economy.As the job market is improving every day, we seethat
employees are looking to evaluate if they arehappy in their current
position and if theircompany is providing the type of culture
theyidentify with, Golledge says. This year will be avery important
year for employers as employeeslook at a possible career or job
change to improvetheir satisfaction at work. 26. WHAT HOFSTEDE SAYS
ABOUT USA If we explore the US culture through the lens of the 5-D
Model, wecan get a good overview of the deep drivers of American
culturerelative to other world cultures. Power distance: Power
distance is defined as the extent to which the less powerfulmembers
of institutions and organizations within a country expectand accept
that power is distributed unequally. The United States score low on
this dimension (40) whichunderscores the American premise of
liberty and justice for all. Within American organizations,
hierarchy is established forconvenience, superiors are always
accessible and managers rely onindividual employees and teams for
their expertise. Both managers and employees expect to be consulted
andinformation is shared frequently. At the same time,
communicationis informal, direct and participative. 27.
Individualism: The fundamental issue addressed by this dimension
isthe degree of interdependence a society maintainsamong its
members. In Individualist societies people are supposed to
lookafter themselves and their direct family only. InCollectivist
societies people belong to in groups thattake care of them in
exchange for loyalty. The United States, with a score of 91 on
thisdimension, is a highly individualistic culture. Thistranslates
into a loosely-knit society in which theexpectation is that people
look after themselves andtheir immediate families. In the business
world, employees are expected to beself-reliant and display
initiative. 28. Masculinity / Femininity: A high score (masculine)
on this dimension indicates that thesociety will be driven by
competition, achievement and success,with success being defined by
the winner or best-in-the-field. A low score (feminine) on the
dimension means that the dominantvalues in society are caring for
others and quality of life. A femininesociety is one where quality
of life is the sign of success andstanding out from the crowd is
not admirable. The fundamental issue here is what motivates people,
wanting tobe the best (masculine) or liking what you do (feminine).
The United States score 62 on this dimension and is considered
amasculine society. Behavior in school, work, and play are basedon
the shared values that people should strive to be the best theycan
be and that the winner takes all. As a result, Americans will tend
to display and talk freely about theirsuccesses and achievements in
life, here again, another basis forhiring and promotion decisions
in the workplace. 29. Uncertainty avoidance: The dimension
Uncertainty Avoidance has to do with the way that asociety deals
with the fact that the future can never be known:should we try to
control the future or just let it happen? Thisambiguity brings with
it anxiety and different cultures have learnt todeal with this
anxiety in different ways. The extent to which themembers of a
culture feel threatened by ambiguous or unknownsituations and have
created beliefs and institutions that try to avoidthese is
reflected in the UAI score. The US scores 46 on this dimension and
therefore, American societyis what one would describe as
uncertainty accepting. Consequently,there is a larger degree of
acceptance for new ideas, innovativeproducts and a willingness to
try something new or different,whether it pertains to technology,
business practices, or foodstuffs.Americans tend to be more
tolerant of ideas or opinions from anyoneand allow the freedom of
expression. At the same time, Americansdo not require a lot of
rules and are less emotionally expressive
thanhigher-scoringcultures. 30. Long-term orientation: The long
term orientation dimension is closely related tothe teachings of
Confucius and can be interpreted asdealing with societys search for
virtue, the extent to whicha society shows a pragmatic
future-oriented perspectiverather than a conventional historical
short-term point ofview. The United States scores 29 on this
dimension and is ashort-term oriented culture. As a result, it is a
culturefocused on traditions and fulfilling social obligations.
Giventhis perspective, American businesses measure theirperformance
on a short-term basis, with profit and lossstatements being issued
on a quarterly basis. This alsodrives individuals to strive for
quick results within the workplace. There is also a need to have
the absolute truth inall matters.