Custom «HR Strategies in the Chinese Multinational Companies» Sample Essay

Custom «HR Strategies in the Chinese Multinational Companies» Sample Essay


The current chapter presents the background of the research, highlights the research questions and objectives, and choice of research methodology. Thereafter, research limitations are discussed.


In the present globalized business landscape, rapid development has increased the activities of multinational corporations (MNCs) over the past decade. It is one of the areas that are increasingly gaining attention in regard to human resource management at the global level due to their global reach and their need to sustain competitive advantages (Chow, Huang, & Liu, 2008). Chinese MNCs are confronted with the human resource challenges due to the increasing proportion of multinational employees working beyond their national borders. They must strategically manage this new globalized workforce through leveraging its characteristic diversity without compromising consistency (Kim, Wright, & Su, 2010). The key business functional area that plays a crucial role in addressing the challenges brought by the new global workforce is human resource management (HRM). In the same context, the strategic recruitment of international managers requires attention in order to further develop and reach the goals and objectives of the parent company in the modern dynamic business environment.

As multinational companies increase in number and expand their operations, HRM is becoming more important than ever. Human migration, both internally and across national borders also adds complexity to the labour market. For this reasons, multinationals gather data on how such migration patterns affect the composition of the global labour market (Lamond & Zheng, 2010). Stringent migration laws tend to limit talent pool from which multinationals could hire workers, making it challenging to involve the right people (Chow, Huang, & Liu, 2008). Additionally, the other challenge entails integrating different nationalities and cultures into the existing workforce. Recruiting and managing the talent of managers from diversified and globalised workforce requires strategic and effective approaches to ensure that the hired management team delivers values and creates or sustains the multinationals’ competitive advantages (Kim, Wright, & Su, 2010). Many researchers agree that strategic HRM and talent management sustains a company’s performance, brand, and position in its industry (Gamble, 2006; Jaussaud & Liu, 2011). For instance, the integration of the Guanxi culture and the acknowledgement of cultural diversity across the subsidiaries of Chinese multinationals have proved to be pivotal in the success of HRM in China (Yang, 2011).

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Despite the availability of extensive research regarding HRM within Chinese firms, there is a limited scope of literature on the challenges facing the firms in regards to the formulation and implementation of HR strategies. Additionally, there is a gap in research regarding the best practices in the process of recruiting international managers (Lamond & Zheng, 2010). For such reasons, it is justifiable to conduct a research on the challenges facing Chinese multinationals in the formulation, as well as in the implementation of HR strategies. It demands an integration of both primary and secondary data to investigate the given subject. In this research, Chinese MNC takes two forms. Firstly, a Chinese MNC could be an entity headquartered in China. Secondly, a Chinese MNC could be an entity with its headquarters in a foreign country, with a division or operation in China. However, to narrow the field of investigation, the paper focuses on Chinese multinationals with headquarters located in China and running several operations across many countries.

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Research Questions and Objectives

Research Questions. As highlighted in the section above, the purpose of the current research is to investigate the nature of HR strategies in Chinese multinational companies using the case study of TCL Corporation. In line with this purpose, the questions that guide the research are as follows:

  • What are the challenges of HR strategies in the Chinese multinational companies concerning the globalized workforce?

  • What are the main HRM strategies used by the Chinese multinationals to manage the new globalized workforce?

  • Which are the main HR practices for strategic recruitment of international managers in the Chinese companies?

Research Objectives. At the same time, the paper will investigates the challenges facing HRM, as well as the best practices in process of recruiting international managers for the Chinese multinationals.

  • To identify the challenges facing Chinese multinationals in regard to HR strategies;

  • To identify the main HR management strategies employed by the Chinese multinationals;

  • To establish the reason behind the popularity of HRM strategies used by the Chinese multinationals;

  • To identify the main processes and practices for strategic recruitment of international managers in the Chinese companies.

Theoretical Limitations

Considering the nature of the extensive research, it is important for the research outcome and reliability to limit the theory. In other words, the research narrows the field of HRM of the case study. As of consequence, only some of the HRM practices are considered. The other limitation is that only six Chinese multinationals are used as the target research objects. Therefore, the outcomes could be different in other multinationals. Due to geographic limitation, the best approach to investigate the company is through email questionnaire and video interview. Chapter 2 will cover the research literature review. In the current chapter, an overview of HRM and the relationship between HRM and a firm’s performance will be discussed. Additionally, chapter two will present an overview of strategic human resource management. Cultural integration is also highlighted in this chapter. The empirical section constitutes chapter three and four. The section is presented using a case study of six Chinese corporations. Additionally, the methodology is analysed in detail in this section.

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Structure of the Research

The research is segmented into five chapters: introduction, literature review, case study, discussion, and conclusion. The chapters are also classified in three sections: theoretical section, empirical section, and conclusion section. The theoretical section constitutes the first and the second chapter. The current chapter introduces the research background, research questions, research objectives, and the limitations of the research. The conclusion section presents recommendations for the Chinese multinationals. Additionally, suggestions for further research are presented in the given section.

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