• Document: CROSS-CULTURAL HUMAN RESOURCE MANAGEMENT
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Pu Jing CROSS-CULTURAL HUMAN RESOURCE MANAGEMENT Case Company: Penta Chutian Laser Equipment Co., Ltd Business Economics and Tourism 2010 0 FORWARD Actually, I started working on the thesis in December of 2009, and finished it at the end of February, 2010. Before starting, I was thinking which topic I would like to analyze and which company I could contact for help in the case study. I chose Coca-Cola Great China Company as the case company since whatever my topic it would be, the love for Coca would never change. Because of personal interest, I would like to talk about Human Resource Management at Coca-Cola Great Company. Later some cultural problems happened to me during the time when I was preparing for my thesis in Finland, cross-cultural issues came to me as the topic I need to research. Then, the combination of Cross-culture and Human Resource Management became my topic, even I was not lucky to have the opportunity of taking Coca-Cola Great China into my first thesis. I would like to thank my mother for her support since she lost the chance to be with me for the Spring Festival (the Chinese New Year) because of the thesis; I would like to thank Mr. Wu in Penta Chutian Laser Equipment Co., Ltd for sacrificing his time and active help, and also thank all the employees of Penta Chutian Laser Equipment Laser Equipment Co., Ltd who contributed to my thesis. Moreover, I want to thank Ms. Rosmeriany Nahan-Suomela. She was so responsible for every little step forward as she and sacrificed her time whenever I needed any help. What‟s more, she gave valuable guidance and many comments when I was confused and lost in my papers. Pu Jing February 15, 2010. 1 VAASA UNIVERSITY OF APPLIED SCIENCES Degree Programme of International Business ABSTRACT Author Pu Jing Topic Cross-Cultural Human Resource Management, Case company: Penta Chutian Laser Equipment Co., Ltd Year 2010 Language English Pages 71+ 2Appendix Name of Supervisory Rosmeriany Nahan-Suomela In the 21st century, many international companies have rushed into China. In the fierce competition, the winners will be companies who know China and Chinese people. Cross-cultural Human Resource Management becomes a “must” for international companies in this situation. There is much literature about Cross-Cultural Human Resource Management, but they discuss in this field generally instead of specifically guilds for international companies; in real practice, there are many companies lost managing cross-cultural human resources, which will lead them to the fail. The aim of the study is to get a clear picture of cross-cultural human resource management and therefore knowing how to managing the harmonious working relationship between expatriates and local employees by analyzing problems consist of the concept of cross-cultural human resource management. Problems exist between expatriates and local employees, and how to manage cross-cultural human resource management. In order to reach the aim, I applied “Five Culture Dimensions” theory by Professor Geert Hofstede to analyze the differences in culture between countries, so that to conclude problems which may exist in the case company due to those differences. Moreover, I used both qualitative and quantitative methods which applied a questionnaire done by employees in the case company and an interview made with the General Manager. The two results were combined and concluded to a final result that the employees in younger age, longer working experiences, richer international experiences have fewer cross-cultural problems, and they have cultural problems regarding individualism and Long-term Orientation. Key Words: Cross-cultural Human resource management, Cultural Dimensions 2 LIST OF FIGURES Figure 1 Sample of Culture Dimensions 25 Figure 2-1 Power Distance Index 27 Figure 2-2 Power Distance Index 28 Figure 3-1 Individualism 32 Figure 3-2 Individualism 32 Figure 3-3 Positive and Negative Individualism 34 Figure 4-1 Masculinity 37 Figure 4-2 Masculinity 37 Figure 5-1 Uncertainty Avoidance Index 40 Figure 5-2 Uncertainty Avoidance Index 40 Figure 6-1 Long-term Orientation 43 Figure 6-2 Long-term Orientation 43 Figure 7 Company structure of Penta Chutian

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