As a joint venture, Xi 'an Zhan Sen has human resource management conflicts in recruitment, training, salary and performance due to cultural differences between China and foreign countries.

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According to the survey data of domestic modern enterprise management experts, about 82% of the failures of multinational companies are attributed to cross-cultural management failures. At present, about one-third of famous multinational companies are facing internal tension because of poor management of diversified corporate culture. For example, in the enterprise management culture, there are six obvious differences.

First, the source of the text and the differences in the content of historical classics

There are obvious differences between Chinese and western cultures in terms of text sources and contents of historical classics.

First, China's "culture" focused on the spiritual field from the beginning. English culture refers to the material production activities of human beings. The etymology of English, Latin Cultural, contains many meanings such as farming, farming and life.

Second, China culture emphasizes "seeking from the inside and seeking from the heart". Western culture pursues "seeking wisdom from the outside". It is this subtle division of sources that, through historical and regional evolution, leads to the great differences between Chinese and western cultures and their cultural models in the future.

Second, the difference of cultural adaptation.

In fact, there is a unique cross-cultural phenomenon: the familiar local culture has low adaptability, while the unfamiliar places have high adaptability. Once, a manager in Guangzhou, a manager in Japan and a manager in Hong Kong finished their work in Guangzhou and waited for the train in the coffee shop of the railway station. The staff of the three places discussed their feelings about the "general" mutual adaptability of the three places. Japanese managers who are familiar with China Mainland replied that their adaptability to China Mainland is only 30%, while their adaptability to Hongkong is 60%. Hong Kong managers who are not familiar with the mainland of China say that they are 60% adaptable to the mainland of China and only 30% adaptable to the Japanese. This example shows that national culture has a profound influence on cross-cultural level. Although he seldom goes to the mainland of China, the Hong Kong manager belongs to the Chinese nation, so he has a high degree of adaptation to the mainland of China. On the premise of different nationalities, the cross-cultural level of Japanese managers is related to extensive international exchanges and the maturity of market economy.

Third, the time difference of the speech.

According to a research data, the average time Americans spend talking every day is 6 hours and 43 minutes. That is to say, people in American companies talk more. Employees should talk more, especially when they encounter unfair things, and speak out, shout out and shout out. Otherwise, your superiors or colleagues will mistakenly think that your "business intelligence" is low, and you don't even know if you have suffered. On the other hand, Japanese people spend an average of 3 hours 3 1 minute in conversation every day. It is not appropriate to say much when working in a Japanese company, and it is not appropriate to speak out immediately when encountering unfair things, which has nothing to do with business acumen. "It is a blessing to suffer", and it is considered unrealistic and frivolous to talk too much. Therefore, the cultural differences in the management of multinational companies are also obvious from the time of speaking.

Fourth, the differences in etiquette.

It seems common for etiquette differences to reflect cultural differences. For example, a group of people from a British-owned company took a company van from Hong Kong to Shenzhen for business activities. When getting on the bus in Hong Kong in the morning, it is "ladies first". Female secretaries get on the bus first and take the best seats, which is in line with western cultural habits. Getting on the bus from Shenzhen to Hong Kong in the afternoon is "leadership priority". The male general manager got on the bus first and took the best seat. Similarly, they follow local cultural habits.

Five, the difference of reward system

Some people say that American enterprises are the places where the "100-meter sprint" produces champions. Employees have strong sprint ability and can make achievements in a short time. This is related to the reward system of American companies. If a new employee gets good grades, the company will reward him immediately, and consider a salary increase and promotion. These practices have greatly stimulated the enthusiasm of employees. On the contrary, Japanese companies are places to train "marathon runners", and their employees are very "endurance". This also reflects the reward system of Japanese companies: even if new employees make great achievements, the company will not reward them immediately. New employees generally don't consider promotion when they enter the company, and some don't consider promotion within seven years. Starting from the eighth year, employees' sense of belonging is cultivated with a slow promotion and reward system.

Sixth, the differences in employment methods.

A few years ago, the Japanese "Jusco" in Tianhe City, Guangzhou recruited a large number of new employees, and the number of employees greatly exceeded the actual number. After a period of time, the staff gradually decreased. The reason is that the company has made waves and promoted some employees; Some people feel that the company is not suitable for them, so they naturally lose. This example shows that Japanese enterprises are a "stone wall structure" composed of irregular stones. Companies recruit new employees and then put them in suitable positions according to people's abilities, just like skillfully matching stones of different sizes to build a wall. In this respect, American enterprises are a "brick wall structure" composed of regular square bricks. The company's recruitment of new personnel is "a radish and a pit, corresponding to a seat". People who come in must be like a brick that meets the requirements of the plan. Ability can't be big or small, it must be just right.

I wonder: As a joint venture, does Xi 'an Zhan Sen have the above problems in recruitment, training, salary and performance, and the conflict of human resource management caused by cultural differences between China and foreign countries? Management should attach great importance to it and take corresponding countermeasures: avoid the loopholes of cultural integration as soon as possible, and wish success!