cm ppt by mihi, fatima ,tehmina & taha

31
COMPARING HUMAN RESOURCE MANAGEMENT (RECRUITMENT AND SELECTION) OF CHINA AND UNITED 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)

Upload: fatimabaloch

Post on 05-Jul-2015

465 views

Category:

Technology


2 download

TRANSCRIPT

Page 1: Cm ppt by mihi, fatima ,tehmina & taha

COMPARING HUMAN RESOURCE MANAGEMENT (RECRUITMENT AND SELECTION) OF CHINA AND

UNITED 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)

Page 2: Cm ppt by mihi, fatima ,tehmina & taha

The topic that we have selected for our finalproject in the course comparativemanagement is comparing the humanresource management of China and USA.Since human resource management is a verybroad category so we will mainly focus on“recruitment and selection process” of boththe countries.

Page 3: Cm ppt by mihi, fatima ,tehmina & taha

RECRUITMENT AND SELECTION

• Recruitment is the process of generating a pool of capable people to apply for employment to an organization, and Selection is the process by which managers and others use specific instruments to choose from a pool of applicants a person or persons most likely to succeed in the job(s), given management goals and legal requirements.”

Page 4: Cm ppt by mihi, fatima ,tehmina & taha

CHINA

Page 5: Cm ppt by mihi, fatima ,tehmina & taha

HUMAN RESOURCE MANAGEMENT CULTURE IN CHINA:

• Human Resource Management, recruitment and Selection have been paid little attention in China.

• At present human resource management in most of enterprises in China is still conventional, which is manifested by management idea, system and pattern at macro level and management means and techniques at micro level (Lin, 2001).

• However, in China, majority of the enterprises focus on the job design and recruitment, but disregard the continuous career development for the staff .

• The lack of high-skilled labors and managerial talents has become an urgent issue for the recruitment market.

Page 6: Cm ppt by mihi, fatima ,tehmina & taha

RECRUITMENT AND SELECTION IN CHINA:

• In China, the recruitment and selection process is not seen as a significant part in the whole corporate strategy

• Employers spent less time and money on studying which selection method or technique to employ, but would rather use the „probation period‟ to evaluate whether it will be a good decision to hire the more likely person in long term and carry out cost-benefit analysis during the period.

• However, it has been observed that more and more organizations in China are developing their recruitment and selection 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 as various kinds of test originated from the West, some even use assessment centers to select their managers.

Page 7: Cm ppt by mihi, fatima ,tehmina & taha

Recruitment Methods in China

• Recruitment in State-owned Organizations

• Recruitment in Foreign Companies

• Recruitment in Private Enterprises

Page 8: Cm ppt by mihi, fatima ,tehmina & taha

The Selection Methods adopted in Chinese Organizations

• Interviews • Assessment Centers • Test

INVESTIGATION 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

Page 9: Cm ppt by mihi, fatima ,tehmina & taha

Culture differences between organizations

• One of the reasons could be culture differences. As suggested by Beardwell et al. (2004), some organizations may have a preference for one particular recruitment method, or the processes are based upon custom and practice built over many years (although they may not be well-established). Moreover, maybe in some organizations, recruitment is seen as a marginal activity, undertaken as required in an ad hoc manner by some delegated employee or outsourced to a third party as when needed. Regional differences may also influence methodology.

Page 10: Cm ppt by mihi, fatima ,tehmina & taha

CASE STUDY ON CHINA• Human Resource Management in Lenovo Lenovo 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 Process Lenovo 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 Methods CV analysis along with interview

Group discussion

Tests of job knowledge

Page 11: Cm ppt by mihi, fatima ,tehmina & taha

UNITED STATES OF AMERICA

Page 12: Cm ppt by mihi, fatima ,tehmina & taha

Recruiting Methods of Philip Morris USA

• University recruitment fairs

• Recruitment events

• Specialist Events, e.g. IT events

• Want Ads

• Online ads

Page 13: Cm ppt by mihi, fatima ,tehmina & taha

There are five steps in the Recruiting Process

• Step 1: Résumé submission

• Step 2: Résumé review

• Step 3: Initial screening conversation

• Step 4: Your interview

• Step 5: Selection decision and notification to candidates

Page 14: Cm ppt by mihi, fatima ,tehmina & taha

Selection Process

The qualities that Philip Morris USA looks for in employment candidates 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

Page 15: Cm ppt by mihi, fatima ,tehmina & taha

For assessing these qualities, Philip Morris conducts Psychological & Personality Tests

• Watson-Glaser Critical Thinking AppraisalWatson-Glaser precisely measures critical thinking ability—one 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 executivesThe 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 componentsThis assessment is a psychometric questionnaire designed to measure psychological preferences in how people perceive the world and make decisions.

Page 16: Cm ppt by mihi, fatima ,tehmina & taha

CASE STUDY CURRENT RECRUITMENT AND SELECTION PRACTICES:

A NATIONAL SURVEY OF FORTUNE 1000 FIRMS

• This study was conducted by Chris Piotrowski of University of West Florida, USA, and Terry Armstrong of Georgetown University, USA.

• This study reports the findings of survey data on recruitment and preemployment selection methods in use by human resources departments in , major companies in the USA.

• In addition, data on use of online preemploymenttests, currently and in the near term future, were also collected.

• The analysis is based on responses from 151 firms.

Page 17: Cm ppt by mihi, fatima ,tehmina & taha

INTRODUCTION

• In this study, 750 companies were randomly selected from national business directories and mailed a survey form on recruitment techniques and personnel selection assessment.

• Large corporations are reluctant to share what they might consider proprietary data, they attempted to obtain the name of each human resource director. This was accomplished by referring to company sources such as 'Disclosure' or by phoning the company directly. Thus, the envelope and survey form were addressed to a specific person.

• Each company's Human Resource office was requested to indicate what specific recruitment and personnel selection methods were used in hiring new employees.

• A separate question addressed whether or not the company used online pre-employment tests as part of its selection approach.

Page 18: Cm ppt by mihi, fatima ,tehmina & taha

RESULTS AND DISCUSSION• While most of the companies use traditional recruitment

and 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 and company websites.

• Another 21.9 % of the companies are considering future use of online pre-employment screening as part of their selection process.

• Furthermore, 28.5 % of the companies either screen or plan to screen for Honesty-Integrity while 21.9 % of the companies either assess or plan to assess for Violence-Potential.

• Interestingly, only 20% of the respondents include personality tests as part of the selection process, despite the attention to "Personality" factors in the human resource literature.

Page 19: Cm ppt by mihi, fatima ,tehmina & taha
Page 20: Cm ppt by mihi, fatima ,tehmina & taha

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 interest and actual implementation of Internet-based hiring practices.

• Perhaps, some firms rely on Internet based approaches for pre-screening purposes or as a vehicle to narrow down a short list of final candidates.

• However, the legal pitfalls (e.g., such as transparency, confidentiality, psychometric credibility,' inappropriate queries) of online hiring approaches may be the major factor deterring companies from using data from online tests.

Page 21: Cm ppt by mihi, fatima ,tehmina & taha

RESULTS AND DISCUSSION

• Moreover, Human Resource decision-makers might have concerns about the legitimacy of clinical personality tests or personally invasive queries/

• In this regard, Naglieri et al. (2004) address a number of delicate issues, such as proper identification of an applicant, in addition to ethical and legal concerns that warrant consideration before implementing online testing.

• At the same time, the popularity of personality tests in personnel selection cannot be ignored. In fact, Cascio (1995) argues that well developed measures of personality characteristics can account for additional variance in prediction of behaviour on the job; however, the key issue for Cascio is whether alternative technology aids such as computer-based tests and interactive video provide equivalent psychometric properties when compared to traditional 'in-person' evaluation.

Page 22: Cm ppt by mihi, fatima ,tehmina & taha

RESULTS AND DISCUSSION

• Based on the restrictive and limited nature of the data on which the current results are based, our findings should be considered exploratory and in need of further, more in-depth investigation.

• Future research in this area should focus on a) 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.

Page 23: Cm ppt by mihi, fatima ,tehmina & taha

The Happiest Jobs in America

• When you think of a cheerful job, you probably don’t think of loan officer, warehouse manager, or accountant. But it turns out these are some of the happiest careers in America, according to online jobs site Careerbliss.com.

• CareerBliss compiled a list of the 20 happiest jobs based on analysis from more than 100,400 employee-generated reviews between February 2011 and January 2012.

• Employees were asked to rate 10 factors that affect workplace happiness, including one’s relationship with the boss and co-workers, work environment, job resources, compensation, growth opportunities, company culture, company reputation, daily tasks, and control over the work one does on a daily basis.

Page 24: Cm ppt by mihi, fatima ,tehmina & taha

• The employees valued each factor on a five-point scale, and also indicated how important it was to their overall happiness at work.

• The numbers were combined to find an average rating of overall employee happiness for each respondent, and then sorted by job title to find which occupations had the happiest workers.

• A minimum of 50 employee reviews was required to be considered for CareerBliss’ 20 Happiest Jobs in America, and executive level jobs, like chief executive, were excluded from the study.

• “Since we tend to spend more waking hours working than doing anything else, our work happiness is a huge factor in our overall happiness,” says CareerBliss’ chief executive, Heidi Golledge. “Nearly every person has a desire to feel valued and content, and a workplace or a career that provides that for its employees is key to not only happiness for the employees but the long-term success of the business.”

Page 25: Cm ppt by mihi, fatima ,tehmina & taha

• With an index score of 4.24, software quality assurance engineers said they are more than satisfied with the people they work with and the company they work for. They’re also 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 for releasing high quality software products,” Miller says. Organizations generally will not allow software to be released until it has been fully tested and approved by their software quality assurance group, he adds.

• Tied for the second most blissful job is executive chef and property manager; both earned an index score of 4.15.

• Executive chefs, also known as chefs de cuisine or head cooks, do everything from menu creation and staff training to ordering and purchasing inventory. They cite the work that they do and the people they work with as the main drivers of their happiness.

Page 26: Cm ppt by mihi, fatima ,tehmina & taha

• Bank teller and warehouse manager round out the top five happiest jobs in America, with index scores of 4.14 and 4.13, respectively.

• A few support roles, like customer service reps and administrative assistants, also made the list. Why? “Through our research we have seen that many people who take on these roles are typically happy supporting or servicing other people, and are therefore fulfilled in their jobs.”

• CareerBliss also found that many people appreciate their jobs more in a down economy. “As the job market is improving every day, we see that employees are looking to evaluate if they are happy in their current position and if their company is providing the type of culture they identify with,” Golledge says. “This year will be a very important year for employers as employees look at a possible career or job change to improve their satisfaction at work.”

Page 27: Cm ppt by mihi, fatima ,tehmina & taha

WHAT HOFSTEDE SAYS ABOUT USA

If we explore the US culture through the lens of the 5-D Model, we can get a good overview of the deep drivers of American culture relative to other world cultures.

• Power distance:• Power distance is defined as the extent to which the less powerful

members of institutions and organizations within a country expect and accept that power is distributed unequally.

• The United States score low on this dimension (40) which underscores the American premise of “liberty and justice for all.”

• Within American organizations, hierarchy is established for convenience, superiors are always accessible and managers rely on individual employees and teams for their expertise.

• Both managers and employees expect to be consulted and information is shared frequently. At the same time, communication is informal, direct and participative.

Page 28: Cm ppt by mihi, fatima ,tehmina & taha

• Individualism:• The fundamental issue addressed by this dimension is

the degree of interdependence a society maintains among its members.

• In Individualist societies people are supposed to look after themselves and their direct family only. In Collectivist societies people belong to ‘in groups’ that take care of them in exchange for loyalty.

• The United States, with a score of 91 on this dimension, is a highly individualistic culture. This translates into a loosely-knit society in which the expectation is that people look after themselves and their immediate families.

• In the business world, employees are expected to be self-reliant and display initiative.

Page 29: Cm ppt by mihi, fatima ,tehmina & taha

• Masculinity / Femininity:• A high score (masculine) on this dimension indicates that the

society 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 dominant values in society are caring for others and quality of life. A feminine society is one where quality of life is the sign of success and standing out from the crowd is not admirable.

• The fundamental issue here is what motivates people, wanting to be the best (masculine) or liking what you do (feminine).

• The United States score 62 on this dimension and is considered a “masculine” society. Behavior in school, work, and play are based on the shared values that people should “strive to be the best they can be” and that “the winner takes all”.

• As a result, Americans will tend to display and talk freely about their “successes” and achievements in life, here again, another basis for hiring and promotion decisions in the workplace.

Page 30: Cm ppt by mihi, fatima ,tehmina & taha

• Uncertainty avoidance:• The dimension Uncertainty Avoidance has to do with the way that a

society 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-scoring cultures.

Page 31: Cm ppt by mihi, fatima ,tehmina & taha

• Long-term orientation:• The long term orientation dimension is closely related to

the teachings of Confucius and can be interpreted as dealing with society’s search for virtue, the extent to which a society shows a pragmatic future-oriented perspective rather than a conventional historical short-term point of view.

• The United States scores 29 on this dimension and is a short-term oriented culture. As a result, it is a culture focused on traditions and fulfilling social obligations. Given this perspective, American businesses measure their performance on a short-term basis, with profit and loss statements being issued on a quarterly basis. This also drives individuals to strive for quick results within the work place. There is also a need to have the “absolute truth” in all matters.