Human resource in China
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Chinese culture has been categorized as high in power distance, low in individualism, moderate in uncertainty avoidance and masculinity, and high in long-term orientation.
Chinese management culture: respect for hierarchy; orientation towards groups; preservation of face, importance of relationships in the decision-making process as characterized by the avoidance of conflict and delegation of all authority to the appointed leader; decisions are rarely debated, and leaders never challenged publicly. Moreover, being equal and average, avoiding competition or conflicts, and emphasizing relations, are popularly accepted work values in China.
In recent years, however, China has been moving from high totalitarianism and high power distance to a mix of totalitarianism with individualism and lower power distance. The Chinese are beginning to adopt a more individual-led management culture and give employees more responsibilities and rights
socio-cultural values are reinforced by the tacit socialist norm of solidarity, equality, mutual assistance, honesty, friendship, and obedience to the law
With a centrally-planned economy prior to the 1980s, Chinese national business systems were highly centralized and hierarchical, with formalized authority and governance.
The enterprises, in particular state-owned enterprises (SOEs), were set production targets and assigned staff directly by government agencies. There was no accountability or independent decision making by corporate managers. Internally, authority was centralized but decision making subject to dual lines: the party committee looks after the interests of the party and masses, while the working committee ensured the viability of the enterprise. Decision-making
took a long time under this system and had dual objectives of worker welfare and
organisational efficiency. Mostly, the production function followed political and social demands...