This report is an analysis by comparison of two countries through their management of their Human Resources. Those two subjects of this essay are France and China. This choice is not just a coincidence but the result of my home country (France) and China where I have been for an internship two years ago, and still have contacts. Those two different countries are interesting to analyze with a human resources view. What is more the actual context of the global economy is really interesting so do the management in both countries. Since the beginning of business the human resources management had been a clue. From the older ways to the brand new ones, each country has its special management style and its cultural background defining its decisions and strategies in business. Above all with the comparison of two countries which are so different and so distant concerning its culture and its social codes? What about their human resources management?
The second part of this essay is focused on the status of employees because those two countries are known to be very different in this part of management. So in this report the comparison of France and China will be firstly pointed to the national context of both countries, with data, information and cultural view; then it deals with the rights of employees and their representation in the labor market.
[...] According to them, France is not a country where the trade unionism could be “negotiated”: indeed the settlement of a common agreement is more likely to be negotiated by the union steward instead of him and the manager or the employer. The feeling which comes out of French labor world is that the strikers have a certain power for non essentials agreements not like relocation. But this “strike culture”, as said in several international newspapers, could also have a severe and negative aspect on the company which means on the employees and their status. [...]
[...] Part 2 : Employee rights and representation France detains one of the world's most known systems of representation and rights of employee. Indeed it is considered as one of the most employee favorable law system in the world. This system is directed by the labor code (code du travail) which differs concerning each group of jobs. Those groups are defined by category and each one has a collective labor agreement where the overall relationship between employer and employee is dealt. [...]
[...] This trade union can be analyzed using the different categories of consent introduced by Hall and Torrington. Indeed the ACFTU is traditionally managed. It is organized, this trade union is based more on the powerful management of it because of its link with the government in place. According to Hofstede the power distance for a single Chinese worker is way too big. A simple member is unable to influence the management of the ACFTU. Then he cannot have any control on the trade union he is in. [...]
[...] rate is about two millions of working people ( people) are jobless and it is growing. However the population expansion is about and rising. It is the result of a fertility rate of 2.0 births per women which is quite impressive for a European country. The average wage of a French worker is about (around £2,080). This average has increased of between 2004 and 2006. The French working people is skilled, no less than 16 years old. The migratory balance is more than + for 63,186,000; which means there were more people coming on the French territory than people leaving it. [...]
[...] Indeed those two people share some several key points of the human resources management. Firstly the comparison was not easy to do for two countries which seam to be so different. However the relevant key points of the report are the individualistic behaviors of Chinese urban labor people and the same French one with still a sizeable side of collective interest. They both also have a real important and rich culture which defines a lot of the national context. Their important need of being represented is also close from each other. [...]
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