Chinese And American Cultural Differences Reflected In Multinational Enterprises’ HRM

With the accelerating of globalization, more and more foreign enterprises beginto set foot in China. Among all the multinational enterprises that established theiroffices in China, American enterprises are undoubtedly playing a dominate role. Withthe development of multinational enterprises in China, here comecultural barriers andconflicts. Because of the conflicts, cultural differences between China andU.S.become prominent, which is not only considered an inevitable problem formultinational enterprises to face and deal with, but also a hot topic in economic field.The thesis adopts the human resources management in multinational enterpriseas the research objective, and analyzes the different manifestations of cross-culturalhuman resource management in Chinese and American multinational enterprises withthe aid of Hofstede’s cultural dimension theory, and then discovers the underlyingfactors resulted in the difference in cross-cultural HRM from the perspective ofcultural difference between China and U.S.With Zheng Xiaoming’s5P model, theauthor concretely analyzes Chinese and American cultural differences manifested indifferent performance of human resource management in Chinese and Americanmultinational enterprises. Based on these differences, the author puts forwardrelevantstrategies in the further development human resources management of Chinese andAmerican multinational enterprises.The first chapter gives a brief introduction to the concept of cross-culturalhuman resource management, applied theories, and reviews domestic and foreignstudies on the subject. In the second chapter, the authoradopts Hofstede’s culturaldimension theory to carry through a comparative study on the cultural differencesbetween China and U.S. and then points out that cultural difference is an influentialfactor in cross-cultural human resource management.In the third chapter, on the basisof Zheng Xiaoming’s5P model, a comparative analysis of different HRMperformances in Chinese and American multinational enterprise is made. Thesedifferencesare mainly manifested in perception, pick, placement, professionalizationand preservation of employees. The deeply-rooted cultural factors behind them areanalyzed.Inthe fourth chapter, strategies to narrow the gap of cultural differencesbetween China and U.S.in cross-cultural human resource management are put forward. The fifth chapter is the conclusion part, which concludes the researchresultsand indicates deficiencies of the study.