Korean Enterprises In Cross-cultural Human Resource Management Research

As the trend of globalization, the scales of MNCs' become larger. At the same time, many Foreign Enterprises came to China for business. As the number of MNC keeps increasing, people pay more attention on these MNCs' businesses. And now, facing the terrible Financial Winter, what we heard everyday are: layoff, cost-down, merger/acquisition, bankruptcy and etc. This made us care more about the fortune of those MNCs'. While we all know about the saying that: Winter comes, will the spring far away behind? Sure, the Global Economy will recover sooner or later, but how about the issues hiding inside, like the company self's culture and cross-cultural conflicts? They are long-term existed, and will not be disappeared with this Financial Crisis. In the following chapters, we will discuss together about the Cross-cultural HR Management in MNCs.We all know that, in MNC, people come from different countries with different nationalities, racial cultures and beliefs, no matter they are managers or general staff. Working in a same company, they need to communicate and cooperate with each other, and usually, culture conflict comes. We name it: Cross-cultural conflict. As there are already many works on US and European Enterprises, I chose our neighbor—Korea, as my research object, which has more similarities with us in Confucian Culture. Though its Enterprise Culture is also the Collectivism, in real management practice, there are still many issues caused by culture conflicts.We will start from the definition of HR Management, Cross-cultural Management, and Cross-cultural HR Management, and then, work more on the Cross-cultural conflicts in Samsung, who is the representative of Korean MNCs, includes: Recruiting, Training, Promotion, Payment rules, Career Plan and Organizational Chart. We tried to analyze the reasons, and gave some suggestions on solving the problems finally. According to the limitation of time and experience, I was not able to give some further discussion and solution from the Cross-cultural HR management perspectives in this paper. I do hope that, this paper can help those Korean MNCs in China on better Cross-cultural management, especially Cross-cultural HR Management in the future.