INTRODUCTION

Here we are discussing about major cultural characteristics and management practices of INDIA and CHINA. The discussion of these nations focuses on their cultural characteristics and their implications of HRM, but other contextual factors such as political economic conditions will be referred to where appropriate. The reason for this is that cultural characteristics change very slowly and can indeed last for centuries in many cases and therefore their impact on workrelated attitudes and values, and in the long-term as well as short-term. Political and economic conditions , on the other hand, are more volatile and can change much more quickly and their long-term consequences for HRM and therefore more tentative and speculative.

MAJOR INDIAN NATIONAL CULTURAL CHARACTERISTICTS AND MANAGEMENT PRACTICES NATIONAL CULTURE
Collectivism :clannish, community conscious, large in-group includes extended family, clan ,and friends Low concern for privacy Large power distance, obedience to seniors and respect for people in position of power, all wisdom comes from elders Resourcefulness , hard work , tenacity ,ability to cope with adversity Risk aversion, low tolerance for ambiguity and uncertainty emotional dependence rigid social stratification: caste system acceptance of status quo,preference for conformity disciplined ,self-restraint, yet emotional and display their emotions in public honest, trustworthy, yet considerable corruption in public service law-abiding but prepared to bend the rules for friends and relatives ambitious and materialistic high rate for illiteracy ,especially among lower caste people and in rural areas1

1) MONIR H. THAYEB, International Human Resource Management, A Multinational Company Perspective, Published in the United States by Oxford University Press inc: New York,P.NO:80

HRM AND OTHER EMPLOYEE RELATED VALUES AND PRACTICES

entrepreneurial preference for paternalistic and authoritarian leadership prefer to work under super vision contractual relations with the work place ,in-group does not include the work place ,low level of commitment to organizational interest and objectives manual workers are unskilled and uneducated well educated and highly skilled managers and high-ranking staff national and plant based trade unions, confrontational industrial relations pro workers labor legislations strong sense of responsibility centralized decision making ,little or no job autonomy for middle and low ranking staff and shop floor workers low level of formalization and use of written instructions and rules and regulations especially at the shop floor, mainly because of workers illiteracy differentiated reward systems and control strategies for white collar and manual workers

MAJOR CHINESE CHARACTERISTICS AND MANAGEMENT PRACTICES NATIONAL CULTURE YIN AND YANG PHILOSOPHY AND TRADITIONAL VALUES2
opposite values and beliefs are inseparable parts of a larger whole, integrating with each other high-context culture: meanings often derive from relationships, authority and context reserved, collectivistic, but also individualistic and expressive depending on the circumstances personalized loyalty: loyalty to particular individual guanxi: personal networking, using extended family and other developed relationships and connections to gain cooperation and to get things done attitude to time: both long-term and short-term orientation depending on the situation ji: a carefully devised scheme with which to cope with different situations and gain psychological and material advantages over the opponents

2) MONIR H. THAYEB, International Human Resource Management, A Multinational Company Perspective, Published in the United States by Oxford University Press inc: New York ,P.NO: 81

CONFUCIAN VALUES
moral cultivation, importance of interpersonal relationships, family orientation, respect for age and hierarchy, need for harmony, and concept of face li shang wang lai: Confucian attitude toward interpersonal relationships, courtesy demands reciprocity

LEGACY OF COMMUNISM:
state in full political control, but a great deal of economic liberation especially in coastal regions centralized economic planning and control structure, unsophisticated legal system, lack of technology and capital, underdeveloped infrastructure, large population, low average education level, low to medium per capita living standard, ongoing reforms, and fast changes bargaining as a way of life within bureaucratic institutions

HRM AND OTHER EMPLOYEE RELATED VALUES AND PRACTICES

workers work and live within a communist structure older employees: not proactive or bold when making decisions, and they often do not offer independent opinions on particular decisions younger employees: basically more adaptable, and have not been subject to traditional working practices local government exerts control on internal affairs such as HRM managers are reluctant to share information, to take risky decisions, worry much more about political political relationships in organization, not as much about organizational goals and how to achieve them short-term planning horizons communist party hierarchy in every firm gradually being replaced by the firms trade union leaders managers, especially the young ones, tend to seek their personal gains first in any decision made within the company reliance on rules and procedures management is centralized, authoritarian, charismatic, personalized , hierarchical , and consensus seeking employees lack pride in and identity with their employer organizations Absence of personal contribution to organizational objectives Time is not of the essence, not much concern for schedule Short supply of local managerial technical skills

High value on morals, discipline, flexibility, and information collection Interpersonal relationship (guanxi) within the firm Older managers expect younger members to respect them Age and seniority are accorded some priority in discussions and decisions Relationship-oriented approach to conflict management Social-oriented achievement motivation

3) MONIR H. THAYEB, International Human Resource Management, A Multinational Company Perspective, Published in the United States by Oxford University Press inc: New York,P.NO:82

CONCLUSION
India is being widely recognized as one of the most exciting emerging economics in the world has certain characteristics that are shared by the diverse peoples of India as a whole, such as arranged marriage, fatalism, expression of emotions, hospitality and friendliness. Of the characteristics which are most held in common by Indian people, collectivism is one which can be readily identified as related to work organization. Indian People are, in general, resourceful and hard-working, have a keen sense of responsibility and thrifty and entrepreneurial, and are ambitious and materialistic. China is one of the worlds oldest civilizations and the largest country in terms of population. One of the fundamental tenets of the Chinese culture is the yin-yang philosophy which accepts the simultaneous existence of opposite values and beliefs within a person, and by implications within a culture.

BIBLIOGRAPHY International Human Resource Management, A Multinational Company Perspective,

MONIR H. THAYEB, Published in the United States by Oxford University Press inc: New York

ROLL NO :06

ASSIGNMENT ON
SIMILARITIES AND DISSIMILARITIES OF HRM PRACTICES IN INDIA AND CHINA

(INTERNATIONAL HUMAN RESOURCE MANAGEMENT)

SUBMITTED TO: DR. DASTAGEER ALAM PROFESSOR PG DEPARTMENT OF BUSINESS ADMINISTRATION PA COLLEGE OF ENGINEERING

SUBMITTED BY: AFRA.KELOTH 4TH SEMESTER MBA PG DEPARTMENT OF BUSINESS ADMINISTRATION

PA COLLEGE OF ENGINEERING

DATE OF SUBMISSION: 28/05/2013