The study looks into the various aspects of recruitment employed within the Chinese SME sector. It examines the recruitment methods for the higher level management positions. Other aspects of HR such as reward and recognition are also examined as they are closely aligned to the recruitment process. The research looks into the various methods of recruitment and discusses the use of internet as an effective recruitment medium. It also compares the recruitment practices in Chinese SMEs to those of western countries and the US. Leadership and management involvement in the recruitment process is also discussed and analyzed. The integration of recruitment within the HR framework is also assessed and explored. The methodology used for the purpose of this study relies on Secondary data collected from books, journals, magazines, TV interviews, News channels, Internet and online journals. Cases Studies of Chinese SMEs are studied and analyzed before coming to a particular conclusion. Some cases from German and UB based small and medium sector firms is also studied to compare the difference in recruitment practices.
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It is a widely held view that an organization’s human resources are its most important assets and, among the resources available, may offer the only non-imitative competitive edge (Pfeffer, 1994; Huselid, 1995). Thus, an organization’s ability to attract and retain capable employees may be the single most important determinant of organizational effectiveness. As the point of entry for employees, the recruitment function plays a critical role in enhancing organizational survival and success in the extremely competitive and turbulent business. Most companies in China describe the availability of highly qualified staff in the region as insufficient.
Essentially, the recruitment process begins with the identification of a vacancy, after which the recruiter receives authorization to fill it. The job is then carefully analyzed and the knowledge, skills, ability, and experience required to effectively perform the job are identified (Pilbeam & Corbridge, 2002). This implies using existing job analysis data or doing a job analysis. The recruiter may also consider the job environment, as well as the organization’s culture and strategy, to determine individual characteristics necessary for a job fit. The recruitmenteffort is then planned and coordinated. Internally, one of the most common methods, especially in Chinese organizations, involves posting vacancies within the organization and encouraging bids from current employees. Externally, the organization depends on employee referrals, newspaper and other print media ads, employment agencies, search firms, college recruiting, and job fairs.
Background to the research
Rising competition in a globalized economy has entailed restructuring in production processes and an orientation towards new technologies and lean management concepts. Owing to these changes, the demands placed on highly qualified staff regarding their technical, organizational and social competence has risen (Buttler & Tessaring, 1993; Kadritzke, 1993; Wolf, 1994). With some delay,
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