Worker Rights in China
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Over the previous years, there have been increased complexities in the management of workers rights as well as their welfare in general. Different factors are linked with the growth of human resource management, and some of the changes include the attitude that individuals have towards the workforce and the matters that pertain employment. China as a country has different systems in place for the human resources that are used by the organizations to help in the recognition of the welfare of the workers (Shen 547). China has a dense population and owing to this, most of the organizations within China find it very challenging to get the right talented employees given the characteristic of China as known to provide cheaper labor market. Given the cheaper labor offered, most of the international companies have been outsourcing their services. This paper seeks to cover the working conditions, the IHRM, and their practices in China.
Recruitment Process
In any firm, the recruitment process is often conducted in a strategic manner. Often, recruitment is considered as the first step in the determination and focus to getting the right skills of the employees. In China, the companies, and different firms in operations have their attention on hiring the candidates that have different and divergent skills compared to those of the local citizen or even those who lack the multiple skills (Shen 551). Usually, when doing the recruitment, no discrimination is practiced in regards to nationality. For most of the firms, verification of the employment history to check the past status and records of the candidates is necessary. External consultants who are deemed to be of high standards carry out the verification process. Among the information that are checked include the reasons for leaving the job and the number of times the job has been changed for a given candidate. Often, the time one has taken to serve in different places may not hold, but critical is the deep knowledge concerning the work and the total learning from the job.
When hiring, the goals of the candidates become a critical issue, and this often helps in determining whether the goals are aligned with the organizational goals (Shen and Edwards 816). Language is a critical issue and the local language as well as proper English is considered an aspect that has to be known by the employees. At the entry level, most of the companies in China have collaborated with the universities to offer jobs for graduates. For the jobs that are available, the advertisement is done using the proper channels including trade publication with both local and government agencies. Recruitment is done by hiring of individuals in the fourth and third tier cities. Often, more attraction to the youth is based on their ability brand of the companies with global brands getting to attract more of the young labor.
Most of these global brands are known to have a strong brand image and thus they have been in a position to attract maximum candidates for the recruitment. There is also the group of full expatriates, which is made up of employees who are hired abroad but then are moved to China to serve in the capacity of trainers. The selection of employees in the Chinese firms is done based on the qualification of an individual, their required skill sets, and the location of the employees (Shen and Edwards 823). Often, the companies in China offer the individuals good remuneration package as well as numerous other benefits.
The Process of Attraction, Retaining and the Strategies for Career Management
Different firms and companies in China are focusing on different programs that entail attraction and retention of the employees. These programs help in the linking of the career of the employees with those of the career of an organization. Often, the in-house and out-house training programs are conducted by the employees. These training programs are mainly done to help in providing better growth in the career for the employees. Some companies to retain their employees engage the employees in advancement opportunities globally. Most of the companies, as part of the IHRM practices, conduct seminars in different countries and cities as a means of providing stability to their employees (Shen 553).
For the development of the careers of the employees, there is the provision for certificates of acknowledgment. This is a form of appreciating the employees. Moreover, most of the firms in China employ the use of job rotation to make the employees work more and get their job interesting. Through job rotation, most of the firms get to retain and recruit more employees. In addition, there is a lot of emphasis on meritocracy with the career and promotion of the employees being pegged on merit. The programs that are within the Chinese organizations are designed in a manner to help curb any form of reluctance while the employees are transferred from a city to another (Shen 354). In cases where the employees are moved from cities like Shanghai and Beijing to remote locations, a huge amount of allowances is given. Further, for the companies in China, the choice of the offices is critical and most of them have been choosing the offices in spacious areas. To have the employees fully satisfied, they are given a safe working environment where they can easily realize optimal production. Additionally, the companies have a culture of maintaining their brands and they do this best through the corporate social responsibility to the community.
The companies in China have an open communication plan that ensures the employees can resolve their queries and issue that arise which are likely to affect their operations negatively. The employers support their employees by allowing them to work while continuing their higher education. Further, the employees in China are given training programs that are paid by the employers as these programs help in value addition to their careers (Shen and Darby 351).
Compensation and Benefits
In China, there is the performance management system in place, which helps in determination of the compensation and benefits to the employees (Shen and Darby 356). The compensation and the benefits of the employees are most done designed based on their localities. The bonus given to the employees in most cases is pegged on the retention of the employees. Further, the benefits packages are additionally determined depending on the level of performance of the employees.
Nonetheless, in China, there is equality in pay scale and under such determination, there is no differentiation that occurs regarding foreigners, locals and overseas. In most instances, the determination of the salary is based on the experience, skills, and productivity levels of the employees. In China, it is mandatory for the employees to adopt the social insurance system as employees are expected to remit a certain amount of their salary to health-related factors. For the employees that are based in urban centers of China, the salary package entails the cost of health care of the aging parents of the employees, the education allowances of the children and housing allowances (Shen 563).
This paper has captured in details the different aspects of the worker rights and international human resource management practices. The subject matter has been covered under the process of attraction, retaining, and the strategies for career management, compensation, and benefits and the recruitment process. It is evident that while carrying out all the HR related activities, equality is stressed.
Works Cited
Shen, Jie. "International performance appraisals: policies, practices and determinants in the case of Chinese multinational companies." International Journal of Manpower 25.6 (2004): 547-563.
Shen, Jie, and Vincent Edwards. "Recruitment and selection in Chinese MNEs." The International Journal of Human Resource Management 15.4-5 (2004): 814-835.
Shen, Jie, and Roger Darby. "Training and management development in Chinese multinational enterprises." Employee Relations 28.4 (2006): 342-362.
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