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Comparison of HRM models in 2 (two) different countries or continents

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  1. Introduction.
  2. HRM Models description.
    1. The Chinese model.
    2. The French model.
    3. Mobility increase inside of the labour market.
  3. Environment's impact on HRM.
    1. Individualism.
    2. Power distance.
    3. Uncertainty avoidance.
    4. Masculinity and femininity.
    5. Long-term/short-term orientations.
  4. Convergences and divergences of the two models.
  5. Conclusion.
  6. References.

Raymond Miles introduced the term ?human resources' in 1965 after the evidence that human beings and human relations were changing in the company's environment. Human resources is considered as an ?umbrella' gathering several different approaches rather than a single theory. All these approaches have in common the idea that human resources management ?recognizes the vital role that human resources play in organization' (Schuler, 1987). Indeed, ?human resources management is a modern term for what has traditionally been referred o as personnel administration or personnel management' (Byars and Rue, 1987).

In order to understand the importance of human resources management and to see how it is influenced by cultures and nations, we are going to compare two situations in two really different countries such as France and China. The cultural gap between those two countries is wide, and the way how people are managed as a factor of production differs depending on the social culture of each of these countries.

[...] Section Convergences and divergences of the two models France and China are, as we shown, two different countries that have their own culture and their own HRM systems. The French one can be considered as a best-fit model (soft HRM) and the Chinese one as a hybrid model (towards soft HRM). Between those two models, it exists divergences and convergences, and of course, the French model influences the Chinese one and vice versa. But first of all, the major divergence resides in the fact that France is a developed country and China is still considered as a developing country with a annual growth rate close to 9%. [...]

[...] In addition, a period of formation is obligatory for every employee, and a French worker can terminate or charge his employer if he cannot take this time properly to increase his skills . Concerning the recruitment processes, the two systems are really different but tend to converge. In deed, the mobility in the labour market is high in France (Louise Blondin, 2002). People can move several times from a company to another, the only skills, experience and motivation are retained in the recruitment process and a person can go to and leave a company whenever she wants (Pichault, 1993). [...]

[...] The weight of ?state-owned enterprises' (SOEs) has been and is still very important in HRM even if China, after a long period of planned economy and communism, is switching to a market based view and a ?open door' policy. In October 2005, the ?Labor Contract Law of the Peoples Republic of China' emphasizes the protection of employees' interests. This draft legislation, even if it does not ensure the employees' interests completely, this law set a legal frame for personal interest and separate the individual from the group and from the ideology. [...]

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