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Compare and contrast three elements of HRM (e.g. strategic staffing, recruitment selection, retention, training and development, performance management, compensation and industrial relations) between three countries, also referring to issues relating to culture.
Clearly overview HRM in each country and state which three elements you are focusing on. Discuss and analyse each element in relation to the three countries, making sure to cover similarities and differences.
Present a table that summarises your analysis.
Present this assignment in essay form with at least one comparative table in the body of the essay or as an appendix.
Clearly state and support your argument.
This assignment requires you to undertake some desk research and wider reading/analysis. You are not required to interview anyone. However, you do need to access recent (past three years) information from journals, books, and reliable government/private enterprise, university and non-government organisations' (NGOs) sites on the Internet (e.g. not Wikipedia).
Remember The International Journal of HRM is an excellent source but do not use this solely.
Start on this assignment as soon as you can.
What are you aiming for?
Comparative HRM (CHRM) explores the extent to which HRM differs between different countries – or between different areas within a country or different regions of the world, such as North America, the Pacific Rim states or Europe (Brewster & Larsen 2000).
We know that countries may have different labour markets and education systems, different employment laws and trade unions, and different cultural expectations. It should be no surprise, therefore, to find that employment systems differ noticeably between countries and that managing human resources has to vary from country to country.
TYPICAL QUESTIONS ASKED BY COMPARATIVE RESEARCHERS
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Human Resource Management is the management science of taking charge of the employees in an organization (Cassen, 2016). Right from finding suitable potential employees, to getting them trained is the responsibility of this domain of management (Holz, 2014). Other elements that are taken care of by HRM are retention, compensation, performance management, industrial relations etc. With the advancement in technology and ever-increasing competition in the global market, HRM is gaining more and more significance. The key objective is to increase the productivity of individual employees so as to be able to contribute to the overall increased productivity of the organization. (Purce, 2014)
This essay highlights the HRM scenario for three diverse countries, i.e. India, China and USA. Three elements of HRM have been considered to compare and contrast these countries in terms of practices related to recruitment, compensation and appraisal as well as training and development.
Cultural differences and ideologies often have an impact on Human Resource policies practised across nations (Purce, 2014). The subsequent paragraphs highlight the HRM practices of three different countries, i.e., India, Britain and China.
Demography has a significant role to play in influencing HRM in India. It has been estimated that India will have a working population of 986 million by 2030. Half of the current population (about 1.1 billion) in India falls below 25 years of age (Cassen, 2016). This figure could turn out to be dangerous since new jobs will need to be created at a never-before rate. Thus, India needs to soon create enough jobs for newcomers to maintain the standard of living of its citizens.
Indian workplaces are primarily dominated by the young working population as the retirement age ranges from 55 to 58 years, as far as the public sector is concerned (Ruscher, 2013). With the onset of globalization, liberalization and economic reforms of the 1990s, several modifications were brought about in HRM practices and corporate mindsets. Post liberalization, the Indian mindset is more open to changes, for instance, they are more open to foreign investors, and also their style of negotiation has changed (Hlasny & Jiang, 2014). The growing competition in the service sector has increased the demand for regional diversity and also relevant skills. HRM practices are becoming more and more strategy-driven with time and significant Indian industries like biotechnology and pharmaceuticals and are gaining value and importance (Singh, 2013). From the cultural point of view, the HR practices are such that they are focused on long-term orientation. They do not look for gaining benefits that would be realized in the present.
