A Comparative Study On HRM Of Agricultural Products Processing Enterprises In China And USA Based On Cultural Differences

With the development of the globalization process, people gradually realized that effective human resource management theory in a particular country is not necessarily valid in another country. We often ignore the impact of cultural differences between the country when introduce advanced Western management theory. The formation of human resources management model has an integral contact with the local history and culture. The United States and China are in the different systems, formed the different characteristics of the corporate culture and the human resource management also has some differences. In the world economic and cultural integration and penetration, there are some benefits for China to absorb the high-quality cultural components of human resource management in the developed countries and establish the human resources management system whose corporate culture with Chinese characteristics to compare the human resource management of Sino-US agricultural products processing enterprises based on the cultural differences.In this paper, the enterprise of agricultural products processing is the main object of study. Relevant theories include the current situation of agricultural products processing enterprises in China and US, the cultural differences between China and US, human resources management theory and so on. Then the article compares the differences of human resource management in China and US’ enterprise of agricultural products processing, the differences were generated by the cultural differences, including the comparison of the internal structure of the mechanism, planning and recruitment, training and development, performance management and appraisal, and the pay and benefits. Next the article analysis of the reasons for these differences, including history, economic systems the values of employees and the cultural values of enterprises, the manage cultural and so on. Through a correct understanding of China’s traditional culture and human resource management in agricultural products processing enterprises, propose establishing a innovative model of staff-oriented, competency-based, performance initiative and strategic response. Finally, the article chose the TYSON in China to elaborate the cross-cultural human resource management of enterprise of agricultural products processing. The enterprise should always consider the national cultural factors in multinational human resource management and combine with its own situation to enhance the flexibility and applicability of human resource management.