Hr Policy Of Business Organizations In China Has Been Influenced

I need answer for all BLUE question and change it..

About ”Compare and contrast 2 cities” that’s mean
include pros and cons of each

All answer separate,not like this!! Its mean 1) China-
pros and cons and then (after) 2)Japan-pros and cons..

Answer for question like “Speak about competition, speak
about internal structure as well, how is competing doing in both cities and
etc”

Compare.doc#_msocom_1″>[s1] and Contrast Two Cities

Organizational Culture in
China

HR policy of business organizations
in China has been influenced by Chinese Confucianism that is the main
influencing factor. It influences not only Chinese culture but also influences
the working environment and workers’ mentality towards the job profile
(Belderbos & Carree, 2002). The HR perspective in the context of China
focuses over theoretical learning and describes the significance of unequal
workplace relationships to give the social stability to related people. So, it
could be said that there is a hierarchy in Chinese culture. In the context of
Chinese working environment, the family is the most valuable part of society
and due to this; every HR policy gives the importance to such HR facilities
that would ensure the social security of working employees (Taleghani,
Salmani & Taatian, 2010). Chinese people believe in
collectivism in family context but like individualism at the workplace because
of the benefits of decision making rights.

Organizational
Culture in Japan

The culture of Japan is also
followed Confucianism theory, but it is just different from the Chinese
Confucianism. It is because that Chinese Confucianism places more focus on
employees’ loyalty, while Japanese people give the importance to practical
learning. Due to this, the HR policies are changed in the context of China and
Japan (Thomas, 2003). In the
comparison of China, Japanese culture makes pressure over the people to be
drawn from books as well as from other people. Hence, it could be said that
Japanese society is actually a form of granite block because it encourages the
collectivistic nature in people (Belderbos & Carree, 2002). Japanese people
like to work collectively, while Chinese people like to take individual
decisions.

Japanese characteristics are totally
separate from China because of their national culture, so it could affect the
Nestle entering in Japan. Followings are those relevant facts of Hofstede
research that influences new entrant in Japan:

Power Distance

This dimension states that all
individuals are not equal within societies because of their different cultural
attitudes. Japanese hierarchy in an organization is based on all members’
experience that is involved in each organizational functions and their
importance in the decision making process (Hein,
2011). In Japan, there is a different level of power
distribution within an organization that influences the decision making process
directly. So, this dimension can affect the organizational structure of
entrants through delay in the decision making process. In China, people believe
in knowledge earnings and the organizations’ hierarchy is based on performance.

Gender egalitarianism

Japan is masculine oriented country
and its societies are leaded by effective competitions’, achievements, and
success that could be possible only by masculine society (Hein, 2011). But,
China promotes both genders at work place. So, gender egalitarianism could
influence the human power of entrant organization.

Performance orientation: Japanese
think that individual could be addressed with the help of their ranking and
their promotions should be based on their working and capability (Hein,
2011). China believes that performance should be judged
on the basis of personal performances and skills and reward should be based on
individual basis and in the form of salary increments, but Japanese think in
spite of salary, half yearly bonus and quarterly promotions could improve the
sperformance of individuals (Belderbos & Carree, 2002). So, it could impact
the individual’s performance of entrant organizations.

In-Group Collectivism

Chinese believe in individualism not
groups so; it creates a doubt against the collective decisions of management.
This type of thought promotes individualism over an image of the organization,
but Japanese initially think about the image of an organization and then individually
(Hein, 2011). Therefore, this organizational
dimension could influence the organizational culture of the new entrants in
Japan.

Comparison and Contrast between Both
Organizational Cultures in the Perspective of HR Individualism Vs Collectivism:
.doc#_msocom_2″>[s2]The main aspect of organizational HR is to know the working
perspective of workforce and match it with the business objectives to know its
benefits. Market size of China is an important factor that can affect the
revenues and profit levels of Nestle and it is bigger in the comparison of
Japan (Hein, 2011). China is the
most popular country in the world that creates more demand for the products and
services offered by multinational corporations in the Chinese market, while
Japanese people show limited demands. China provides a large customer base,
while Japan has small customer base.

The living standard of Chinese and
Japanese people is increasing continuously due to rapid economic growth that
will generate more opportunities to Nestle in both countries. Nonetheless,
people of Japan like to work collectively, while Chinese people like to take
individual decisions. Hence, if Nestle select Japan as a new market, then the
development of a new product would take huge time because of collectivism (Brown,
2006). On the other hand, Chinese employees would help
Nestle to take immediate decisions that are a necessary step for new
organization’s success. Hence, it could be a best option for Nestle to offer
its quality products and target customers in profitable manner.

Low Labor Cost

The other main aspect of the HR
department is to reduce the labor cost and increase the productivity and
earnings of organizations. In China, there are four special economic zones and
14 opened cities that provide a large market to start a business because open
market attracts skilled and non-skilled workers (Brown, 2006). These business zones and cities would help Nestle to access quality
labor at low cost, while the market structure of Japan is based on the business
nature. So, the most of human resources, which are generally available, is
skilled, and they demand huge wages and working facilities that could not be
possible for a new organization.

On the other hand, the growing
population of China has also described that it consumption rate would increase
and population rate will create more demand of products and services in the
market, but employment rate would decrease that would reduce negotiation power
of employees towards wages and working facilities (Brown, 2006). On the other hand, learning and particle knowledge based culture
would improve employees’ negotiation power during job that would not be
profitable for Nestle as a new organization.

Resource Utilization

In China and Japan, there is
availability of different resources such as labor, raw materials, technology,
energy, water, etc., which are needed for starting a new business in a country.
In China, these resources are available at low cost for starting a new
business, whereas in Japan these recourses are available at higher cost. China
and Japan both countries provide all needed resources such as labor pool,
supportive financial institutions, sound communication channel and
infrastructure, advanced technology, etc. (Ko, Haboush
& Piggott, 2003). Skilled labor pool will help
the company to increase productivity and operate the business with advanced
technology effectively. Availability of innovative technology helps the company
to produce quality of products and services at low cost.

Training and Motivation

There are several financial
institutions in China that provide finance to a new organization in order to
expand their business in the market. There is easy availability of new and
advanced technology in China because this country has developed its technology
by bringing innovations on a continuous basis. Nevertheless, the cost of
technology adaptation and implementation is low, whereas it is so costly in
Japan because it focuses over the hiring of expert employees in the place of
semi-skilled or non-skilled employees (Ko, Haboush
& Piggott, 2003). It is because that the
Chinese business environment focuses over training to workers for improving
their performance level and their workplace motivation, while Japanese business
environment gives the importance to self-learning and experiences.

Government Support

China has political stability due to
having one ruling party and other supportive parties, while Japan is currently
facing political change in the country (Ko, Haboush
& Piggott, 2003). In Japan, the country
gives the importance to the employees’ benefits over the organizational profits
that force the new organization to make and implement best HR policy and
practices. In Japan, employee’s unions are also played valuable role. In China,
The ruling party discusses with employees’ unions and makes decisions related
to employees (Ko, Haboush & Piggott, 2003). There are several business codes and laws that ensure the benefits
of business organizations over the employees’ unions.

Organization
structure in Japan and China

In addition, Nestlé’s
business objective, and that of management and employees at all levels is to
manufacture and market the Company’s products in such a way as to create value
that can be sustained over the long term for shareholders, employees, consumers,
business partners and the large number of national economies in which Nestlé
operates.

Then, will find a comparison between China and Japan that help to
understand the way the organization is structured in those places.

China vs Japan:

Recruitment and availability of talents

The recruitment process in Nestle is the same around the world; the
company received the application, then someone for the human resource teams
contacts the further employee for an interview either by phone, on-line or
face-to-face interview. And after that the employee will be interviewed by the
appropriate line manager. It is worth noting that Nestle will be looking for a
potential that fit with the culture as well as exploring the achievements and
motivations.

For example, in Japan Nestle put forward a
plan to recruit students in their first or second years of university in
part-time positions, with the opportunity to be promoted to a manager or
regular employee position once they graduate. They have tried to strengthen
these links in China through their family visits and family day initiatives. In
general, in all markets the companies are likely to find that many young,
aspiring managers view being part of a broader cause and contributing to their
countries’ overall economic development as increasingly important. Articulating
a company’s contribution to that development is likewise an increasingly
important component of any employer brand.

China was a planned economy where HRM policies were a political
issue and HR planning and policies were strictly controlled by the central
government and its labor bureau. Chinese
enterprises had no say in HR plans and had no formal personnel departments
because workers were assigned to the enterprises by the state (Lewis,
2003).

Recruitment in large Japanese companies was systematic and based on
a specific yearlong schedule. This early recruitment process is often referred
to as “aotagai” (buying rice before it is harvested) Recruitment was seen as
the beginning of a long-term relationship between the company and individual
(Takeda, 2002). University graduates were hired as core employees. Preference
was given by companies to students from prestigious universities. Companies
tended to place emphasis on personality, motivation and communication skills as
selection criteria

China, Japan, and the United States: A Management Comparison of
Nestle

United States Japanese Chinese

Planning

·
Primarily short-term
orientation Long term
orientation Long and
short term

Individual
decision-making
Collective decision-making
orientation

Wsith consensus

RECOMMENDED CITY & WHY.doc#_msocom_3″>[s3]

Recommended city and
why?How will company be successful here?

Conclusion.doc#_msocom_4″>[s4]

On the basis of above discussion, it
could be stated that Japan could not be a good market place for the new
production activity of Nestle because of several cultural issues. On the other
hand, China would be the best market for this organization because of business
opportunities and favorable business environment. The differences in China and
Japan have also explored the significance of the Chinese market to Nestle for
its new production activities.

Group
Reflection

As a group, it’s been great working together as a team,
we almost felt like being part of this decision making for real. We have appreciated
this course so much that we put a lot of resources into this work and we must
attest to the fact that it has been really an experience cum personal
successes. To our lecturer Dr. Miles, We say a very big thank you for the
knowledge impacted and we are looking to forward to a bright future with you.

.doc#_msoanchor_1″>[s1]I
understand this is a draft so we are going to ensure it is done right.

This entire section reads disjointed.
From the start of this paper up to this point you provide a rich explanation
and history of the two cities. Here I want you to summarize what you’ve already
written and then clearly identify and discuss the pros and cons of expansion to
each city. Do not blend them.

Then read option two again and create
a subheading and get to work. Take your pick of the bullets provided and write
with an eye toward your selected city. The subheading title can be: EYE TOWARD
SELECTED CITY.

Remember, you are to bring life to
this project analysis so provide rich and real examples. Go on facebook,
youtube and the message boards. What are people saying about their cultural
experiences at work, with pay, operations and practices of the organization,
etc? Are there any grievances? Again, this is an American company going abroad.
Yes, there will be a majority of locals hired but some internal practices are
general in context and nature so use the bullets as guide.

Research and speak to your competitor
in this vein as well.

EVERYTHING you’ve written for this
section must be reworked to include the mindset and tone of US vs your selected
city.

.doc#_msoanchor_2″>[s2]Is this
a heading?

.doc#_msoanchor_3″>[s3]Include
the discussion. THEN compare and contrast it against operations in the US.

.doc#_msoanchor_4″>[s4]This
will change once you incorporate the missing data above. Of course, this
section will require be more depth and
discussion.