Multinational enterprises (MNE) are now a significant part of the world economy, both in terms of trade and employment. In light of fierce competition, an increasing number of organisations are focused on gaining comparative advantage in how they manage their most valuable assets, namely, human resources. Implementing strategic human resource management (SHRM) is therefore a critical practice in the management field. Employee career development, a broad but significant element of SHRM, links HR with organisational strategy vertically within a company, while also encouraging multiple HR practices to interact horizontally. Despite multidisciplinary and extensive coverage of career development, existing research is largely premised on western-based frameworks. As China s expansion and involvement with developing country economies has not gone unnoticed, work focusing on employees career development by and within Chinese MNEs is increasingly important. This research aims to explore the opportunities and challenges,from the perspective of employees career development,for Chinese MNEs in the process of implementing strategic HRM both at home and in the developing economy context of Ghana. The first part of this research reviews existing literature to build a sound theoretical understanding of relevant career development studies. This is followed by a presentation of primary data collected using semi structured interviews with 40 participants in two research phases in Shenzhen, China, and Accra, Ghana. The findings shed light onto the practice of employees career development in Chinese MNEs. By examining both organisational and individual perspectives, the study found that Huawei, as a case company, has implemented systematic HR practices in career development for achieving organisational strategies, thereby realising its SHRM. In the exploration of influential factors influencing employees career development, findings reveal the impact of multiple dynamics on employees career development. National and organisational cultures were found to have a significant impact as they play a prominent role in shaping individual employees career perceptions, career choices, and career management. In addition, other micro and macro variables such as government policies, generational differences, and individual perceptions were also shown to be influential. In addition to exploring the way in which cultural and wider contextual factors affect career development, analysis of empirical data shows that an individuals self-directed career development (the protean career concept) is not well acknowledged in practice, especially in Ghana. This is a manifestation of the impact of context. Instead of following certain idealized notions of HR/SHRM, Chinese MNEs, being at a transitional stage, are facing challenges brought about by realworld cultural and contextual differences. Therefore, it is critical for MNEs to take these influences into account when designing and implementing HR strategies and practices that have a bearing on employee career development, and that ultimately the companys competitiveness. MNEs are aware of the opportunities of globalisation and resultant promising business expansion possibilities; however, they should also be fully aware of the challenges that originate from the multi-contextual nature of globalisation and expansion. SHRM, in Chinese MNEs in particular, can only be effective if cultural and contextual impacts are fully appreciated, and handled accordingly.
IMPACT OF GOVERNMENT POLICIES AND CULTURE ON STRATEGIC HRM IN CHINESE MNEs: PERSPECTIVE FROM EMPLOYEE CAREER DEVELOPMENT
Kang, N. (Author). 31 Dec 2019
Student thesis: Phd