Comparative Analysis of HRM Practices Between Canada and China Case Study

Comparative Analysis of HRM Practices Between Canada and China

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Introduction: Comparative Analysis of HRM Practices Between Canada and China

Personnel management is significantly influenced by human resource management (HRM). According to Bondarouk and Brewster (2016), the HRM is primarily in charge of hiring, staffing, training, and development as well as offering financial benefits to the workforce in the form of compensation. The duties of HRM differ from company to company, sector to sector, and nation to nation. Additionally, to research "International and Comparative HRM Policies between Canada and China" Canada will be used as the Home Country and China as the Host Country for the sake of comparing and contrasting the HRM laws in these two countries. This means that Canada will be in charge of developing the overall HRM policies and practises, which will then be put into practice at the workplace in the host nation.

Additionally, this study will discuss how to utilise the Hofstede nation comparison tool to critically compare how cultural influences on workplace behaviour affect performance management or pay and reward. China and Canada's equality or anti-discrimination laws can be compared critically, and the researcher will look for any potential convergence of best practices based on the Canadian model. Finally, the report will be followed by a summary or conclusion that offers a quick summary of the study's findings.

Critical Comparison of Cultural Impact on Workplace Behaviour

Hofstede's artistic confines give a useful frame for comparing the artistic impact between Canada and China. The critical comparison of the two countries using Hofstede's artistic confines:

• Power Distanceit: Refers to the degree to which people in a society accept and anticipate the unstable distribution of power. According to Hofstede's exploration, China has a high power distance score of 80, while Canada has a fairly low power distance score of 39. This means that in China, there is a strong respect for authority and scale, and people anticipate an unstable distribution of power, while in Canada, people anticipate further equivalency and may challenge authority(Sun, 2022).
• Individualism vs. Collectivism: This dimension refers to how people prioritize individual achievement over group harmony. According to Hofstede's exploration, Canada has a fairly high individualism score of 80, while China has a fairly low individualism score of 20. This means that in Canada, individual achievement and particular affectations are emphasized, while in China, group harmony and fidelity to the association are largely valued (Shiraev & Levy, 2020).
• Virility v/s Femineity: This dimension refers to the degree to which a society emphasizes traditional values similar to competition, achievement, and fierceness versus traditional woman-like values similar to nurturing, cooperation, and quality of life. According to Hofstede's exploration, Canada has a fairly high Femineity score of 52, while China has a fairly low Femineity score of 50 (Chiu et al., 2018). This means that in Canada, there is a lesser emphasis on quality of life and cooperation, while in China; there is a lesser emphasis on competition and achievement.
• Query Avoidance: This dimension refers to the degree to which a society tolerates nebulosity and query. According to Hofstede's exploration, Canada has a fairly low query avoidance score of 48, while China has a fairly high query avoidance score of 30. This means that in Canada, people are more comfortable with nebulosity and change, while in China, people prefer stability and pointedness.
• Long-term exposure: This dimension refers to the degree to which a society emphasizes long-term planning and values similar to determination, providence, and respect for tradition. According to Hofstede's exploration, China has a fairly high long-term exposure score of 87, while Canada has a fairly low long-term exposure score of 23. This means that in China, there is a strong emphasis on long-term planning and respect for tradition, while in Canada, there is a lesser emphasis on immediate requirements and individual pretensions (Braslauskas, 2020).

Hence, the critical comparison shows significant differences between the two countries that can impact the workplace. Organizations operating in Canada and China should consider these artistic differences and adapt their HR programs and practices to fit the original environment to enrich their overall project effectiveness.

Figure 1: Hofstede's Cultural Dimensions

Critical Comparison of Equality or Anti-Discrimination Law

The European Commission's relative Analysis of Non-Discrimination Laws in Europe in 2021 and the OECD's substantiation of Diversity programs and their Effectiveness in 2020 give useful kinds of stuff for comparing the equivalency or anti-discrimination laws in China and Canada. Regarding the legal context, Canada has robust anti-discrimination laws that enjoin differentiation based on race, gender, sexual exposure, disability, and other protected characteristics. These laws are executed by the Canadian Human Rights Commission, which investigates and judges’ complaints of differentiation. The Canadian Duty of Rights and Freedoms also provides indigenous protection against differentiation by the government and public institutions (Oppenheimer et al., 2020). In comparison, China's legal frame prohibits differentiation grounded on race, gender, and disability, but enforcement is frequently weak and inconsistent. Differentiation based on sexual exposure is not explicitly banned by law, and there is no indigenous protection against differentiation (Xiaonan, 2021).

In terms of diversity programs, Canada has a long history of promoting diversity and addition to the globe and has enforced colourful programs to address differentiation and promote equity.For illustration, the Canadian government has enforced employment equity programs to ensure historically underprivileged groups have equal openings worldwide. Also, numerous Canadian companies have enforced diversity and additional training and enterprise to promote a further inclusive cultural project (Ghosh, 2023).

In comparison, China has been slower to borrow diversity programs, and there is lower public mindfulness and acceptance of diversity issues. While the Chinese government has enforced some enterprises to promote diversity and addition, similar to favourable action programs to address differentiation against ethnical non-ages, there is still a long way to go to address differentiation grounded on other protected characteristics.

While Canada has stronger legal protections against differentiation and a more robust set of diversity programs, both countries still have work to do to ensure that all individuals are treated fairly and inversely in the project. Employers operating in both countries should be apprehensive of the legal and artistic differences and take ways to promote diversity in their workplaces.

Critical Comparison of Cultural Impact on Performance Management or Pay and Reward

The key impact on performance operation, pay, and the award can be analyzed through a critical comparison of different countries using Hofstede's Country Comparison tools or Chiang and Birtsch's (2007) frame.

Hofstede's Country Comparison tools give a useful frame for comparing different countries' artistic confines, similar to power distance; individualism v/s collectivism, virility v/sfemininity, query avoidance, long-term exposure, etc. By comparing these artistic confines across different countries, it is possible to identify how artistic differences affect performance operations or pay an award (Kigo & Gachunga, 2016). For illustration, in countries with high power distance, similar to China or India, there is a lesser acceptance of unstable distribution of power and wealth. In these countries, performance operations or paying an award may be heavily told by senility, scale and status (Brown et al., 2019). In discrepancy, countries with low power distance, like Sweden or Denmark, tend to emphasize equivalency and may further emphasize performance-grounded pay and price systems. Additionally, individualistic societies, similar to the United States, tend to emphasize individual achievement and may place lesser emphasis on performance-grounded pay and price systems.

In collectivist societies like Japan, group harmony and reliability may be more important than individual achievement. This may affect performance operations or pay and award systems that emphasize platoon-grounded affectations and prices rather than individual performance (Nguyen, Yandi, and Mahaputra, 2020).

Chiang and Birtsch's (2007) frame provides a useful tool for examining the artistic impact on performance operations or paying an award in transnational companies. Their frame includes five artistic confines: power distance, individualism v/s collectivism, query avoidance, virility v/sfemineity, and long-term exposure.

Analyzing these artistic confines across different countries makes it possible to identify the artistic factors that impact performance operations or pay an award in transnational companies. In conclusion, a critical comparison of different countries using Hofstede's Country Comparison tools or Chiang and Birtsch's (2007) frame can help identify how artistic differences affect performance operation or pay and award. By understanding these artistic factors, transnational companies can develop performance operations or effective pay and award systems in different artistic surroundings.

Critical Evaluation of Potential Convergence of Best Practices Around Canada Model

The implicit convergence of stylish practices around the Canadian model for transnational and relative HRM programs and practices is content that has been considerably flapped in academic literature. While some scholars argue that there is an eventuality for similar convergence, others point out colourful challenges that may hamper this process.

One of the crucial strengths of the Canada model is its emphasis on hand engagement, plant diversity, and work-life balance. It is known for its multilateral and different pool, which has been achieved through colourful programs similar to the Employment Equity Act, which aims to promote equal openings in projects for individuals from different backgrounds (Geary, Aguzzoli, and Lengler, 2017). The Canadian model also emphasizes work-life balance, achieved through programs similar to flexible work arrangements and paid maternal leave. Supporters of the Canada model argue that these programs can be adopted by other countries and associations, leading to a convergence of stylish practices in HRM programs and practices.

For this case, hand engagement and work-life balance have been emphasized to upgrade hand satisfaction, commitment, and productivity. By promoting similar programs, associations in other countries can also profit from these issues (Mahler et al., 2017).

Additionally, some scholars argue that the Canada model may not be suitable for all countries and associations. Also, some countries may have different artistic values and morals that may not align with the Canadian model.

For illustration, some countries may place lesser emphasis on scale and authority, which may not be compatible with the Canadian model's emphasis on hand engagement and commission. Moreover, if the Canada model is adopted, enactment may face challenges. For illustration, some programs may be expensive to apply, especially for small and medium-sized enterprises (Kurtz, 2016).

Furthermore, there may be challenges in conforming programs to their original surroundings, similar to legal and non-supervisory kinds of stuff, artistic morals, and language walls. While, the Canada model offers precious perceptivity into HRM programs and practices, its implicit convergence as a stylish practice model is not without challenges (Hatswell et al., 2018).

Furthermore, Canada's achievement in areas like immigration and social assistance may be partly credited to its historical and cultural background as well as its comparatively robust economy. Without addressing fundamental systemic problems like wealth inequality, discrimination, and instabilities in politics, different countries could fall short of being likely to achieve these and come out on top.

Hence, Organizations and countries need to precisely consider their original environment and artistic values before implementing programs from the Canadian model. Correspondingly, the successful enactment of these programs may bear significant investment and adaption of original surroundings.

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Conclusion

After an in-depth understating and comparison of the chosen topic, "International and Comparative HRM policies between Canada and China," The study suggested some of the key highlights which are as follows:

• Hofstede country Comparison tools provide detailed insight into the two nations' cultures and how countries' cultures impact that country's Performance Management or Pay and Reward policies.
• Using The European Commission's relative Analysis of Non-Discrimination Laws in Europe in 2021 and the OECD's substantiation of Diversity programs and their Effectiveness in 2020 provides gainful insight for comparing the equivalency or anti-discrimination laws with references to China and Canada.
• Canada's model offers valuable insight into HRM programs and practices.
• The Canada Model offers equal openings for new projects for individuals from different backgrounds.
• In Canada, some programs may be expensive to apply for, especially for small and medium-sized enterprises (SMEs).
• The study also suggested that the Canada model may not be suitable for all countries and associations.
• Eventually, some countries may have different artistic values and morals that may not align with the Canadian model.
• The Canadian model promotes work-life balance, more stresses on hand engagement, and plant diversity model.

References

Binus University, 2021. Hofstede’s Cultural Dimensions Theory (online). Accessed from <https://accounting.binus.ac.id/2021/11/15/hofstedes-cultural-dimensions-theory/>accessed on 25/04/2023

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Braslauskas, J., 2020. Effective creative intercultural communication in business interaction: theoretical and practical aspects. Creativity studies, 13(1), pp.199-215.

Brown, T.C., O'Kane, P., Mazumdar, B. & McCracken, M. (2019). Performance management: A scoping review of the literature and an agenda for future research. Human Resource Development Review, 18(1), 47–82.

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