A Study Of Human Resource Management Conflicts In Sino-US Joint Ventures

With the acceleration of globalization, the economic communication andcooperation between China and foreign countries are more and more frequent. Therapid growth of China s economy is attracting more and more foreign companies andinvestment, among which American multinationals undoubtedly take the lead. SinceChina and the U.S. officially established diplomatic relations, their cooperation invarious fields has shown a good momentum of development. Joint Ventures are wherecapital, technology and management from both sides merge, but also where thecultural differences from both sides conflict. Due to great differences betweenChinese and American cultures, HR managers will face the problems brought up bycultural differences. HRM contains a series of procedures such as HR recruitment,interview, selection, training, developing, and appraisal. These procedures play animportant role in management of joint ventures and business activities. So it s urgentto improve culture communication and manage the cultural conflicts in HRM.This paper focuses on HRM of Sino-American joint ventures and adopts therelated theories of cross-cultural management. It analyzes the cultural problems in HRmanagement. The first part of the paper is an introduction which is composed of thepurpose, scope, and method of the study and the organization of the thesis. Chaptertwo is a literature review of previous studies on cross-cultural human resourcesmanagement. Chapter three discusses Chinese and American cultural differences andHRM characteristics. Chapter four investigates into the forms and causes of HRMdifferences in Sino-US joint ventures. Management of cultural conflicts is discussedin chapter five. Chapter six is the part of case analysis; one case is analyzed in detailin this part. Part seven give a conclusion and limitations of the paper.