Human Resource Management in China

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Human Resource Management in China
This Course Guide has been taken from the most recent presentation of the course. It would be useful for reference purposes but please note that there may be updates for the following presentation.

MGT B837
Human Resource Management in China



Introduction

Welcome to MGT B837 Human Resource Management in China.

This course is a full-year, 10-credit postgraduate level course for OUHK students seeking a Master of Human Resource Management degree (MHRM).

The course will enable you to describe human resource management (HRM) in different types of Chinese enterprise and to understand the strengths and weaknesses of these HR practices. Equally important, you will be able to understand HR policies and practices in relation to the Chinese context, and to make comparisons with typical HR practices in other societies. The PRC is both a developing and a transitional economy that embarked on a process of transformation in the late 1970s. A key aspect of that transformation has been the re-deployment of human resources and new approaches to the management of human resources.

The main aims of this course are to provide you with an understanding of the HR transformation and an ability to critically analyse and advocate effective HRM in the PRC. The tools for such analysis and advocacy are provided in the form of understanding of the current dominant (mainly Western) models of HRM, of the PRC economic, political and cultural context, and of patterns of HRM in other East Asian societies.

PRC-based examples of HRM and, where appropriate, examples from other East Asian societies, will be used to help you learn to work effectively as a human resource manager in a foreign or locally owned PRC business. The ability to do so will be enhanced by an awareness of China's unique institutional environment and of the potential difficulties of transferring HR policies and practices from 'alien' environments.

The study units, readings and self-tests will help you master these topics and skills over a period of around 31 weeks.

Purpose of this Course Guide

The Course Guide tells you briefly what the course is about and how you can work your way through the material. It suggests the amount of time you will likely need to spend in order to complete the course and will give you a general idea of when your tutor-marked assignments are due. For detailed information on assignments, however, please refer to the Assignment File, and for information on due dates and cut-offs for work to be submitted, please refer to the Course Timetable (available on the Online Learning Environment (OLE)).

Course aims

The aims of the course are to:

  1. Provide you with a sound foundation of knowledge in HRM in businesses in the PRC, including state-owned enterprises (SOEs), township and village enterprises (TVEs), private enterprises and foreign owned enterprises.

  2. Enable you to understand the Chinese political, economic and cultural contexts in which HR policies and practices are evolving.

  3. Challenge you with recent research and comparative examples from abroad so that you may suggest alternative directions in which the PRC will or should go.

  4. Enable you to critically analyse and advocate effective HRM in the PRC.

  5. Contribute to your ability to work or advise on HRM in businesses in China.

Course learning outcomes

Upon completion of this course, you should be able to:

  1. Critically evaluate some of the most recent influential theories and models of strategic HRM and their applicability to the Chinese context.

  2. Discuss the issues in the international debate on convergence-divergence and apply theories of HR convergence and divergence to the PRC and other East Asian societies.

  3. Critically analyse the economic, institutional and cultural context in which Chinese HR practices are enacted and assess the impact of current developments in the Chinese business environment on human resources issues.

  4. Critically analyse the characteristics of organizational governance and HR policies and practices in different types of organization in the PRC and review the reasons for their differences.

  5. Examine the patterns of HRM in other East Asian societies, and illustrate the potential lessons for China.

  6. Identify the potential future changes in China's economy, institutions and culture, and assess the HR implications.

Course description

MGT B837 Human Resource Management in China is designed to provide you with a critical overview of HRM in the PRC. It enables you to locate the HR practices in the PRC's economic, social and political context, and to make comparisons with HR practices in other East Asian societies. The course encourages you to consider potential lessons for the PRC from other societies and from recent research into the effectiveness of different HRM policies and practices.

The course has both theoretical and practical dimensions. Recent trends in general HR theory and research, and theories of convergence and divergence across societies, help provide the tools for analysis of HR in the PRC. Descriptions of HRM in the PRC enable the development of a practical understanding of key issues in the local context.

The course assumes that you will take on responsibility for HR in the PRC in one role or another in the future (if you have not already done so). This might be as an HR specialist in a firm, as a general manager, as an HR consultant, or perhaps as a trade union official. The course will apply HRM theory and research in a way that will be valuable in understanding these roles.

Course overview

The following table provides a general overview of the course structure.

Unit Title Weeks Assessment activity
(end of unit)
1 Recent trends in HRM theory and practice 2  
2 Comparative perspectives on HRM 3  
3 Globalization, MNCs and the diffusion of HR practices 2 TMA1
4 The Chinese political and economic context for HRM 3  
5 The Chinese institutional environment 3  
6 HRM practices in China (1): Recruitment and selection; training and development; reward systems; career management 3 TMA2
7 HRM practices in China (2): Work organization and work relationships; employee and industrial relations 3  
8 East Asian Comparisons (1): Japan and Korea 2  
9 East Asian comparisons (2): 'Overseas Chinese' businesses in Taiwan and Hong Kong 2 TMA3
10 The future of HRM in China 3  
  Total 26  
Course materials

In addition to this Course Guide, you will receive the following important course components from the OUHK:

  • ten study units;

  • the supplementary readings related to each unit; and

  • the Assignment File.

Course outline

Study units

There are ten units in MGT B837 Human Resource Management in China. Each unit consists of three to five weeks' worth of part-time work. This is essential for you to complete your assignments on time and pass the examination. You might not receive all the study units at once.

The study units outline the key concepts of each section, summarize key issues, explain the relevant theories and practices, and comment on related readings. Each unit contains self-tests and activities to reinforce your assimilation of the issues under discussion. Moreover, the tutor-marked assignments will provide you with feedback.

Each unit has subject matter, self-tests and a summary of the materials covered. The units are as follows.

Unit 1 Recent trends in HRM theory and practice

In this opening unit you will be introduced to modern conceptions and models of human resource management. Questions will be raised regarding the distinctiveness of the concept from 'mere personnel management', the universality of applicability of HRM prescriptions, and the differences in conceptualization among different authors (in particular the 'hard' and 'soft' schools of thought). 'Best practice' and 'best fit' models of HRM will be compared and contrasted. You will be exposed to some of the most recent research on the links between HR and performance.

Unit 2 Comparative perspectives on HRM

While Unit 1 examined recent trends in general HR theory, Unit 2 introduces comparative HRM with a focus on the convergence-divergence debate. This will entail discussion of original convergence theory, which argued that modernization and the emergence of industrial capitalism would lead to commonalities of management and organization across societies. Also, more recent theories of convergence, which see the possibility of the transfer of 'best practice' HRM across a 'borderless globe', are discussed. Divergence theorists, on the other hand, see reasons for continued diversity of HR practices. This unit will explore potential sources of diversity, which include differences in culture and institutional environments.

You will not be expected to resolve a debate which is unlikely ever to end, but an understanding of the forces for convergence and divergence in HR practice will prove valuable in understanding HR practices in the PRC and other East Asian societies in later units.

Unit 3 Globalization, MNCs and the diffusion of HR practices

Questions of globalization and the transferability of human resources models across borders were introduced in Unit 2. In Unit 3 these questions are dealt with in greater depth in relation to the globalization of economic activities through trade and foreign investment. You will focus on (1) the influence of MNCs in less-developed societies such as China, and (2) the HR consequences of international divisions of labour and technology.

Unit 4 The Chinese political and economic context for HRM

Unit 3 examined the influence of globalization, and in particular MNCs, on HRM in developing countries. Units 4 and 5 ask you to focus more on host country factors, and to give more detailed attention specifically to the PRC. Unit 4 will consider China's 'marketization' and 'open door' policies alongside the legacy of communism and continuing State and CP involvement in directing economic activities. You will develop an understanding of the pace of change, and the reasons why more rapid transformation or revolutionary change to a pure market economy would be problematic. Throughout the unit, you will focus attention on the implications of developments in the Chinese political economy for HRM.

Unit 5 The Chinese institutional environment

Unit 5 is the second of two units on aspects of the Chinese environment that help to condition forms of HRM. Here the focus is on Chinese culture, Chinese labour markets, Chinese trade unions, and patterns of organizational governance in different types of Chinese enterprise. In all of these areas the Chinese State and/or the CP have significant, if decreasing, roles to play. You will pay special attention to governance issues, which have a direct and important bearing on human resources policies.

Unit 6 HRM practices in China (1): recruitment and selection; training and development; reward systems; career management

In Unit 6 you will learn about specific elements of human resource policies and practices in the PRC. This will begin with recruitment and selection of employees, followed by considerations of training and development, performance appraisal, and finally career management. Previous units, and especially Unit 1, will enable you to compare and contrast approaches to HR practices in the PRC with 'best practice' prescriptions from the West. (In Units 8 and 9 comparisons will be made with other East Asian countries.)

Unit 7 HRM practices in China (2): work organization and work relationships; employee and industrial relations

Unit 7 continues the study of HR practices in the PRC, but this time with a focus on work organization, work relationships, and industrial relations. This unit will examine the organizational forms characteristic of Chinese enterprises and the relationships between managers and workers. You will also consider studies of the work attitudes of PRC employees, and gain an understanding of patterns of industrial relations in PRC enterprises.

Unit 8 East Asian comparisons (1): Japan and Korea

The Japanese keiretsu and the Korean chaebol have both been mooted as potential models for large enterprises in China. Unit 8 introduces the characteristics of HRM in Japanese and Korean enterprises. You will consider the political-historical contexts in which modern Japanese and Korean businesses emerged, and the local institutional contexts in which they are embedded. Comparisons with Chinese enterprises will be made, and there will be consideration of lessons to be learned.

Unit 9 East Asian comparisons (2): 'overseas Chinese' businesses in Taiwan and Hong Kong

Unit 9 facilitates discussion of 'overseas Chinese' businesses. Of course, these are frequently referred to as models for PRC Chinese businesses, and the huge number of overseas Chinese businesses with operations in China means they are having a significant direct impact as well as offering models. Unit 9 will consider HRM in these businesses in their home institutional contexts, and focus on their strengths and limitations. Whether they can be the most important models for the PRC to consider will be discussed.

Unit 10 The future of HRM in China

Through consideration of the future of HRM in the PRC, the final unit, Unit 10, draws on the range of concepts, theories and accounts covered throughout the course. In so doing, it provides an opportunity to reflect on the interrelationships between course components and attempt an integration of materials. At the same time, this exercise effectively begins revision for the forthcoming examination.

Course delivery

The course is structured so that each unit builds upon previous knowledge. Each unit contains various different ways to help you study. You are advised to:

  1. Read the study unit.

  2. Read the supplementary readings that accompany the unit.

  3. Test your comprehension and analytical skills by working through the self-tests that appear throughout the unit.

  4. Complete the assignments.

  5. Keep in mind the key questions raised in the units as you read articles and hear of events and commentaries through television, radio, or the World Wide Web.

Textbook

One textbook is required for the course:

Bratton, J and Gold, J (2017) Human Resource Management: Theory and Practice, 6th edn, London: Palgrave MacMillan.

While recognizing that there is no adequate textbook on HRM practices in the PRC, the intention of using this work as a textbook is to keep you abreast of the latest prescriptions on specific HRM practices as a benchmark when looking at the PRC (and other East Asian countries). Although these prescriptions are 'Western' in orientation, they have great relevance because not only Chinese firms but also Japanese and Korean firms, among others, are looking to Western HRM for potential models. The concepts and models in the text will be very important in discussing trends and prospects for HRM in the PRC.

Thus, at least 60% of this book has direct comparative relevance to the theme of this course —Human Resource Management in China.

Readings

You may be instructed in the study units to read articles or other supplementary materials. These will provided as hard copies at the backs of the study units or available in the OUHK E-Library.

E-Library E-Reserve readings

You may be instructed to read articles in the E-Library E-Reserve. To read these items, go to the OUHK E-Library and click on 'E-Reserve'. Log in, click 'Accept/Agree' on the Copyright Restrictions page, fill in the 'Course Code' box, and click 'Search'.

Assignment File

Assignment details for this course are contained in your Assignment File. The nature of these assignments is described in the 'Tutor-marked assignments' section below. You are required to complete your assignments and send them by mail (together with a tutor-marked assignment form) or through the Online Learning Environment (OLE) to your tutor in accordance with the times provided in the Course Timetable.

Course Timetable

The Course Timetable for this course is available on the OLE. In this Timetable, you will see the times by which your tutor should receive your assignments. Please note that you must submit all your assignments in time to reach your tutor by the dates shown.

Non-print media

Video

A video will be placed in the library for use by students (under the reserve section).

  • The second of a three video series entitled Bubble Trouble by the BBC (broadcast in the UK in 2000). Topic: impact of the recession in Japan — the second video focuses on the impact on businesses, with much content on HRM. Brilliant images.

Internet

Links to relevant websites will be built into the study units.

Computer software

No special requirements

Equipment required by students and tutors

Web access will be very useful.

Online Learning Environment

This course is supported by the Online Learning Environment (OLE). You can find course materials and the latest course information from the OLE. Through the OLE, you can also communicate with your tutors, the Course Coordinator and other students. For details about the OLE and how to access it, please refer to the Online Learning Environment User Guide.

How to work through the course material

You should pay particular attention to this Course Guide and all instructions in the study units. You should also attend all your tutorials, where you will meet other 'distant' learners.

Study units

You must read the study units carefully as they guide your learning and tell you how to approach any assignment related to the unit. Otherwise, you might miss important information. You must read the study units and the readings. They are not alternatives. Moreover, you should also read articles in newspapers and journals and other books related to the topics. Don't forget to scan the Web. The more widely you read, the better your appreciation and understanding of the course.

Each unit is divided into a number of sections. The first section introduces the materials to be covered. The next sections constitute the content of the study unit. These sections will guide your learning and direct you to complete the self-tests and activities. The final section contains the summary of the unit and answers to the self-tests and activities.

Non-assessed self-tests

You will come across non-assessed self-tests in each of the study units. These are designed to help you remember and apply what you have learned and to prepare you for your tutor-marked assignments and examination. The self-test questions provide you with immediate feedback on your understanding of the subject matter just learned. By answering these questions and referring to the suggested answers (included at the end of every unit), you can check your progress accordingly. However, you should attempt all questions before referring to the answers.

Checking understanding

While you are doing your study, please keep in mind the objectives of each study unit. After you have finished the unit, check whether you have achieved the set objectives. If you encounter any problems, please make notes and raise your concerns with your tutor as soon as possible.

Course assessment

This course is designed to help you progress easily from the required readings to the assignments and examination. You will be required to apply the information and techniques learned during the course when doing the assignments. The assignments must be submitted to your tutor for formal assessment in accordance with the deadlines stated in the Assignment File. The non-assessed self-test questions are not part of your formal assessment, but these should be done before you progress to the tutor-marked assignments.

Tutor-marked assignments

Three assignments have been set for this course. You must submit all assignments to your tutor for marking. It is advisable that you should also read other references, apart from the materials covered in the textbook and study units, when you are working through your assignments.

How to do your assignments

For each assignment, please read through the questions and the instructions accompanying the question in the Assignment File. Please read each question carefully and make sure you understand what is required before attempting it.

You must be careful when you are using other references in the research for your assignments. If you commit plagiarism, you will be penalized severely. Plagiarism is theft of somebody else's work or ideas. This applies just as much to using work of other students as it does to authors of books. However, you may include parenthetical references to the works you cite, e.g. (Stott 1998, p. 38). So, you should include a section at the end of your assignment called 'References' where the full name, title, date and place of the publication appear. The way to cite a reference is:

Stott, V (1998) Hong Kong Company Law, 8th edition, Hong Kong: Financial Times Pitman Publishing.

How to submit assignments

You must use word processing software (such as Microsoft Word) to prepare the TMAs, and submit the TMAs via the Online Learning Environment (OLE). All assignments must be uploaded to the OLE by the due date.

Failure to upload a TMA in the required format to the OLE may result in the score of the TMA being adjusted to zero.

TMA extension policy

The assignment policy of the University as stated in the Student Handbook should be observed. Applications for extension of up to seven days should be submitted to the tutor. For extensions of over seven days, students should note the following:

  1. Assignment extensions may be granted in extenuating circumstances, which should be interpreted as circumstances that are unexpected. Work commitments and travelling are not regarded as extenuating circumstances unless they are unexpected.

  2. Supporting documents must be submitted along with the application for extension of over seven days to justify the claim. Applicants without supporting documents will not be considered.

  3. Applications for extension should be submitted either before or on the due date.

  4. The decision to grant or refuse an extension is made by:

• the Course Coordinator for extensions of up to 21 days;

• the Dean for extensions of over 21 days.

After an assignment is submitted via the OLE, it is your responsibility to check that the assignment has been successfully submitted. Extension applications due to any problem with uploading will not be accepted. The University cannot accept any responsibility for assignments that are not received by your tutor due to any problem with submission via the OLE. As a precaution, you are advised to keep a copy of each assignment you submit.

According to the University's policy, no extension of the due date will be allowed for the final TMA. This policy will be strictly enforced. Any late submission of the final TMA will result in the score of the TMA being adjusted to zero.

Assignment schedule

Title Assessment activity
(end of unit)
TMA1 is due at the end of Unit 3 and covers the contents of the first three units. TMA1
TMA2 is due at the end of Unit 6 and covers the contents of Units 4 to 6. TMA2
TMA3 is due at the end of Unit 9 and covers the contents of Units 7 and 9. TMA3

Final examination and grading

The final examination for this course will be of three hours' duration and will count for 60% of the total course grade. You should use the time between finishing the last unit and the examination to review the entire course. You might find it useful to review your self-tests, tutor-marked assignments and your tutor's comments on them before sitting for the examination. You will be advised of examination arrangements after you send in your examination registration card.

The final examination covers information from all parts of the course.

Marking scheme for assessment

This tells you the total marks allocated to the assignments and to your final examination. In order to pass this course, you must pass both the tutor-marked assignments component and the examination.

Assessment type Marks
Three tutor-marked assignments TMA1 = 10%
TMA2 = 15%
TMA3 = 15%
Total = 40%
Examination
The three-hour examination will include a brief case (with questions) and essay style questions.
60%
Total 100%
Tutors and tutorials

Your tutor will mark and comment on your assignments. He/she will keep an eye on your progress and assist you if you encounter problems during the course. Marked assignments will be returned to you as soon as possible.

It is a good practice to keep a copy of each assignment submitted for marking so that you can always refer to any queries with the tutor during a telephone conversation. Please contact your tutor should any of the following arise:

  1. You do not understand any part of the study units or the assigned readings.

  2. You have any difficulty with self-tests.

  3. You have a question or problem with the assignments, or with your tutor's comments or grading on an assignment.

Apart from self-study, supplementary lectures and tutorials will also be organized to assist you in your learning process. Details of the dates, times and location of the supplementary lectures and tutorials as well as the name and phone number of your tutor will be sent to you in due course.

It is strongly recommended that you attend all these supplementary lectures and tutorials because they will provide considerable assistance in your study of this course. Moreover, you will have the chance to meet with other distance learners who are studying at the OUHK.

Lesson policy

Supplementary lectures and tutorials will start on time. If a teacher fails to turn up 30 minutes after the scheduled starting time, students may assume that the session is cancelled and they should report the case to the Course Coordinator so that a make-up session can be arranged.

Summary

MGT B837 Human Resource Management in China is intended to provide you with a sound foundation of knowledge about HRM in the PRC and the ability to compare and contrast HRM in the PRC with that in the advanced West and in other East Asian societies. The course builds from solid theory to advance your understanding of HR practices. Hopefully you will continue to benefit from the application of theories and models throughout your career.

A note about the course developer

Barry Wilkinson is Professor of International Business at the University of Bath's School of Management, where he teaches business and management in the Asia Pacific region to undergraduate and postgraduate students. He has provided human resources consultancy services to various clients, including the International Labour Office, the Japan Management Association, the World Bank and the Korea Labour Institute.

In the mid-1980s Barry worked for three years at the National University of Singapore, and on returning to the UK he has maintained a keen interest in the East Asian region with frequent research visits to several countries. Most recently he has studied the human resources policies and practices of Asian multinationals (from Japan, Korea and Hong Kong) in Malaysia and China. Currently he is researching inter-organizational relationships in manufacturing firms in the PRC.

His research has been published extensively in academic journals and books, including the following:

The Japanization of British Industry, Oxford, Blackwell, 1992 (with Nick Oliver).

Working for the Japanese: the Economic and Social Consequences of Japanese Investment in Wales, London, Athlone, 1993 (with Jon Morris and Max Munday).

Labour and Industry in the Asia-Pacific, Berlin, de Gruyter, 1994.

'The Korea labour "problem"', British Journal of Industrial Relations, 32(3), 1994, pp. 339--358.

'Culture, institutions and business in East Asia', Organization Studies, 17(3), 1996, pp. 421--447.

'British factory, Japanese factory and Mexican factory: an international comparison of front line management and supervision', Journal of Management Studies, 37(4), 2000, pp. 541--562 (with Jim Lowe and Jon Morris).

'The new international division of labour in Asian electronics: work organization and human resources in Japan and Malaysia', Journal of Management Studies, 38(5), 2001, pp. 675--695 (with Jos Gamble, John Humphrey, Jon Morris and Doug Anthony).

Deferment of studies

If you wish to defer your studies of this course until a later date, you should apply for deferment of studies. For the regulations governing deferment of studies, please refer to Section 14, 'Regulations for Admission, Registration and Maintenance of Status', in your Student Handbook. If you have applied for deferment of studies you should continue with your studies of this course and submit the required assignments until formal approval is given by the University. Should you have difficulties in submitting an assignment, you are advised to liaise with your Course Coordinator and apply for a TMA extension. Students who have been granted deferment of studies will not be allowed to submit TMAs due before the date that their application for deferment of studies is received by Registry.

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