1. COMPARING HUMAN RESOURCE MANAGEMENT(RECRUITMENT AND SELECTION) OF CHINA ANDUNITED STATES OF AMERICA COURSE: COMPARATIVE MANAGEMENT GROUP MEMBERS:MIHI HAMID (2007-1-72-7502) FATIMA BALOCH(2007-1-77-7772)TEHMINA KHALID(2007-1-72-7848) TAHA AHMED KHAN (2007-1-77-8088)

2. The topic that we have selected for our finalprojectinthecoursecomparativemanagement is comparing the humanresource management of China and USA.Since human resource management is a verybroad category so we will mainly focus onrecruitment and selection process of boththe countries. 3. RECRUITMENT AND SELECTION Recruitment is the process of generating apool of capable people to apply foremployment to an organization, and Selectionis the process by which managers and othersuse specific instruments to choose from a poolof applicants a person or persons most likelyto succeed in the job(s), given managementgoals and legal requirements. 4. CHINA 5. HUMAN RESOURCE MANAGEMENT CULTURE IN CHINA: Human Resource Management, recruitment and Selection have been paidlittle attention in China. At present human resource management in most of enterprises in China isstill conventional, which is manifested by management idea, system andpattern at macro level and management means and techniques at microlevel (Lin, 2001). However, in China, majority of the enterprises focus on the job design andrecruitment, but disregard the continuous career development for thestaff . The lack of high-skilled labors and managerial talents has become anurgent issue for the recruitment market. 6. RECRUITMENT AND SELECTION IN CHINA: In China, the recruitment and selection process is not seen asa significant part in the whole corporate strategy Employers spent less time and money on studying whichselection method or technique to employ, but would ratheruse the probation period to evaluate whether it will be agood decision to hire the more likely person in long term andcarry out cost-benefit analysis during the period. However, it has been observed that more and moreorganizations in China are developing their recruitment andselection strategy and techniques based on Western Practices. For example, there are a few companies doing job analysis,using semi-structured or structured interviews, as well asvarious kinds of test originated from the West, some even useassessment centers to select their managers. 7. Recruitment Methods in China Recruitment in State-owned Organizations Recruitment in Foreign Companies Recruitment in Private Enterprises 8. The Selection Methods adopted in Chinese Organizations Interviews Assessment Centers TestINVESTIGATION ON SELECTION METHODS USING 437 ORGANIZATIONS IN CHINA References Unstructured interviews Unstructured interviews+ work sample Physical check Structured interviews Investigations using third party Tests of job knowledge Mental ability tests Weighted application blanks(WAB) Personality tests Assessment centers Physical tests Graphology/ written honesty test others 9. Culture differences between organizations One of the reasons could be culture differences. Assuggested by Beardwell et al. (2004), some organizationsmay have a preference for one particular recruitmentmethod, or the processes are based upon custom andpractice built over many years (although they may not bewell-established). Moreover, maybe in someorganizations, recruitment is seen as a marginal activity,undertaken as required in an ad hoc manner by somedelegated employee or outsourced to a third party aswhen needed. Regional differences may also influencemethodology. 10. CASE STUDY ON CHINA Human Resource Management in LenovoLenovo Group employed a total number of approximately 19,500 employees, of whom 14,200 of whom were employed within the Chinese mainland and 2,200 in the U.S. and 3,100 in other countries (Lenovo annual report 2006).Recruitment and Selection in Lenovo Recruitment ProcessLenovo posts vacancies on company website and other HR websites such as 51job.com, ChinaHR.com; preliminary screening of CVs, follow by first interviews, job knowledge tests, second interview (www.lenovo.com). Selection MethodsCV analysis along with interviewGroup discussionTests of job knowledge 11. UNITED STATES OF AMERICA 12. Recruiting Methods of Philip Morris USA University recruitment fairs Recruitment events Specialist Events, e.g. IT events Want Ads Online ads 13. There are five steps in the Recruiting Process Step 1: Rsum submission Step 2: Rsum review Step 3: Initial screening conversation Step 4: Your interview Step 5: Selection decision and notification tocandidates 14. Selection ProcessThe qualities that Philip Morris USA looks for in employmentcandidates are: Leadership, and a willingness to take responsibility Problem-solving and decision-making ability Creativity and innovation Strong oral and written communication skills Broad, cross-functional business knowledge Technical and organizational ability Honesty, integrity, trustworthiness and dependability Team players Self-motivated and action-oriented people People who are flexible, able to adapt to change People with a passion for winning 15. For assessing these qualities, Philip Morris conducts Psychological & Personality Tests Watson-Glaser Critical Thinking AppraisalWatson-Glaser precisely measures critical thinking abilityone of the strongest predictors of job success. It is a 40-item, multiple choice test with many reporting options. Minnesota Multiphasic Personality inventory is used for selection of executives The test is used by trained professionals to assist in identifying personality structure and psychopathology. Among its many uses, it is perhaps best known as the personality test that is used in conjunction with Secret and Top Secret security clearances required for many positions within United States federal agencies that incur an extensive responsibility for life and property, such as the Department of Defense, Central Intelligence Agency, and the Federal Aviation Administration. Myers Briggs Type Indicator is used to determine personality components This assessment is a psychometric questionnaire designed to measure psychological preferences in how people perceive the world and make decisions. 16. CASE STUDYCURRENT RECRUITMENT AND SELECTION PRACTICES:A NATIONAL SURVEY OF FORTUNE 1000 FIRMS This study was conducted by Chris Piotrowski ofUniversity of West Florida, USA, and Terry Armstrong ofGeorgetown University, USA. This study reports the findings of survey data onrecruitment and preemployment selection methods inuse by human resources departments in , majorcompanies in the USA. In addition, data on use of online preemploymenttests, currently and in the near term future, were alsocollected. The analysis is based on responses from 151 firms. 17. INTRODUCTION In this study, 750 companies were randomly selected from nationalbusiness directories and mailed a survey form on recruitmenttechniques and personnel selection assessment. Large corporations are reluctant to share what they might considerproprietary data, they attempted to obtain the name of eachhuman resource director. This was accomplished by referring tocompany sources such as Disclosure or by phoning the companydirectly. Thus, the envelope and survey form were addressed to aspecific person. Each companys Human Resource office was requested to indicatewhat specific recruitment and personnel selection methods wereused in hiring new employees. A separate question addressed whether or not the company usedonline pre-employment tests as part of its selection approach. 18. RESULTS AND DISCUSSION While most of the companies use traditional recruitmentand selection methods (e.g., resume, reference checks),only 9.3 % rely on online pre-employment screening tests.(See table 1) However, 9 out of 10 firms favour online job boards andcompany websites. Another 21.9 % of the companies are considering futureuse of online pre-employment screening as part of theirselection process. Furthermore, 28.5 % of the companies either screen orplan to screen for Honesty-Integrity while 21.9 % of thecompanies either assess or plan to assess for Violence-Potential. Interestingly, only 20% of the respondents includepersonality tests as part of the selection process, despitethe attention to "Personality" factors in the humanresource literature. 19. RESULTS AND DISCUSSION As the current findings indicate, about two-thirds of U.S.firms do not have plans to incorporate online pre-employment assessment in the near future. Yet, the business literature has seen a high level of interestand actual implementation of Internet-based hiringpractices. Perhaps, some firms rely on Internet based approaches forpre-screening purposes or as a vehicle to narrow down ashort list of final candidates. However, the legal pitfalls (e.g., such as transparency,confidentiality, psychometric credibility, inappropriatequeries) of online hiring approaches may be the majorfactor deterring companies from using data from onlinetests. 20. RESULTS AND DISCUSSION Moreover, Human Resource decision-makers might have concernsabout the legitimacy of clinical personality tests or personallyinvasive queries/ In this regard, Naglieri et al. (2004) address a number of delicateissues, such as proper identification of an applicant, in addition toethical and legal concerns that warrant consideration beforeimplementing online testing. At the same time, the popularity of personality tests in personnelselection cannot be ignored. In fact, Cascio (1995) argues that welldeveloped measures of personality characteristics can account foradditional variance in prediction of behaviour on the job; however,the key issue for Cascio is whether alternative technology aids suchas computer-based tests and interactive video provide equivalentpsychometric properties when compared to traditional in-personevaluation. 21. RESULTS AND DISCUSSION Based on the restrictive and limited nature of the data onwhich the current results are based, our findings should beconsidered exploratory and in need of further, more in-depth investigation. Future research in this area should focus ona) the psychometric credibility of specific online assessment instruments,b) the drawbacks and limitations of online approaches in human resources,c) applicants attitudes and perceptions of online selection methods,d) graduate-level education on selection practices, ande) cross-national outcome studies on the use of the Internet for personnel selection purposes with a focus on the impact on human resource practices. 22. The Happiest Jobs in America When you think of a cheerful job, you probablydont think of loan officer, warehouse manager, oraccountant. But it turns out these are some of thehappiest careers in America, according to onlinejobs site Careerbliss.com. CareerBliss compiled a list of the 20 happiest jobsbased on analysis from more than 100,400employee-generated reviews between February2011 and January 2012. Employees were asked to rate 10 factors that affectworkplace happiness, including ones relationshipwith the boss and co-workers, work environment,job resources, compensation, growthopportunities, company culture, companyreputation, daily tasks, and control over the workone does on a daily basis. 23. The employees valued each factor on a five-pointscale, and also indicated how important it was totheir overall happiness at work. The numbers were combined to find an averagerating of overall employee happiness for eachrespondent, and then sorted by job title to findwhich occupations had the happiest workers. A minimum of 50 employee reviews was requiredto be considered for CareerBliss 20 Happiest Jobsin America, and executive level jobs, like chiefexecutive, were excluded from the study. Since we tend to spend more waking hoursworking than doing anything else, our workhappiness is a huge factor in our overallhappiness, says CareerBliss chief executive, HeidiGolledge. Nearly every person has a desire to feelvalued and content, and a workplace or a careerthat provides that for its employees is key to notonly happiness for the employees but the long-term success of the business. 24. With an index score of 4.24, software quality assuranceengineers said they are more than satisfied with the peoplethey work with and the company they work for. Theyrealso fairly content with their daily tasks and bosses. These professionals typically make between $85,000 and$100,000 a year in salary and are the gatekeepers forreleasing high quality software products, Miller says.Organizations generally will not allow software to bereleased until it has been fully tested and approved by theirsoftware quality assurance group, he adds. Tied for the second most blissful job is executive chef andproperty manager; both earned an index score of 4.15. Executive chefs, also known as chefs de cuisine or headcooks, do everything from menu creation and staff trainingto ordering and purchasing inventory. They cite the workthat they do and the people they work with as the maindrivers of their happiness. 25. Bank teller and warehouse manager round out thetop five happiest jobs in America, with indexscores of 4.14 and 4.13, respectively. A few support roles, like customer service repsand administrative assistants, also made the list.Why? Through our research we have seen thatmany people who take on these roles are typicallyhappy supporting or servicing other people, andare therefore fulfilled in their jobs. CareerBliss also found that many peopleappreciate their jobs more in a down economy.As the job market is improving every day, we seethat employees are looking to evaluate if they arehappy in their current position and if theircompany is providing the type of culture theyidentify with, Golledge says. This year will be avery important year for employers as employeeslook at a possible career or job change to improvetheir satisfaction at work. 26. WHAT HOFSTEDE SAYS ABOUT USA If we explore the US culture through the lens of the 5-D Model, wecan get a good overview of the deep drivers of American culturerelative to other world cultures. Power distance: Power distance is defined as the extent to which the less powerfulmembers of institutions and organizations within a country expectand accept that power is distributed unequally. The United States score low on this dimension (40) whichunderscores the American premise of liberty and justice for all. Within American organizations, hierarchy is established forconvenience, superiors are always accessible and managers rely onindividual employees and teams for their expertise. Both managers and employees expect to be consulted andinformation is shared frequently. At the same time, communicationis informal, direct and participative. 27. Individualism: The fundamental issue addressed by this dimension isthe degree of interdependence a society maintainsamong its members. In Individualist societies people are supposed to lookafter themselves and their direct family only. InCollectivist societies people belong to in groups thattake care of them in exchange for loyalty. The United States, with a score of 91 on thisdimension, is a highly individualistic culture. Thistranslates into a loosely-knit society in which theexpectation is that people look after themselves andtheir immediate families. In the business world, employees are expected to beself-reliant and display initiative. 28. Masculinity / Femininity: A high score (masculine) on this dimension indicates that thesociety will be driven by competition, achievement and success,with success being defined by the winner or best-in-the-field. A low score (feminine) on the dimension means that the dominantvalues in society are caring for others and quality of life. A femininesociety is one where quality of life is the sign of success andstanding out from the crowd is not admirable. The fundamental issue here is what motivates people, wanting tobe the best (masculine) or liking what you do (feminine). The United States score 62 on this dimension and is considered amasculine society. Behavior in school, work, and play are basedon the shared values that people should strive to be the best theycan be and that the winner takes all. As a result, Americans will tend to display and talk freely about theirsuccesses and achievements in life, here again, another basis forhiring and promotion decisions in the workplace. 29. Uncertainty avoidance: The dimension Uncertainty Avoidance has to do with the way that asociety deals with the fact that the future can never be known:should we try to control the future or just let it happen? Thisambiguity brings with it anxiety and different cultures have learnt todeal with this anxiety in different ways. The extent to which themembers of a culture feel threatened by ambiguous or unknownsituations and have created beliefs and institutions that try to avoidthese is reflected in the UAI score. The US scores 46 on this dimension and therefore, American societyis what one would describe as uncertainty accepting. Consequently,there is a larger degree of acceptance for new ideas, innovativeproducts and a willingness to try something new or different,whether it pertains to technology, business practices, or foodstuffs.Americans tend to be more tolerant of ideas or opinions from anyoneand allow the freedom of expression. At the same time, Americansdo not require a lot of rules and are less emotionally expressive thanhigher-scoringcultures. 30. Long-term orientation: The long term orientation dimension is closely related tothe teachings of Confucius and can be interpreted asdealing with societys search for virtue, the extent to whicha society shows a pragmatic future-oriented perspectiverather than a conventional historical short-term point ofview. The United States scores 29 on this dimension and is ashort-term oriented culture. As a result, it is a culturefocused on traditions and fulfilling social obligations. Giventhis perspective, American businesses measure theirperformance on a short-term basis, with profit and lossstatements being issued on a quarterly basis. This alsodrives individuals to strive for quick results within the workplace. There is also a need to have the absolute truth inall matters.