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China: Managing a Diverse and Multicultural Workforce in Multinationals in a Growth Economy: Understanding the Chinese Workforce

China: Managing a Diverse and Multicultural Workforce in Multinationals in a Growth Economy: Understanding the Chinese Workforce

Andy Goldstein
Copyright: © 2015 |Pages: 42
ISBN13: 9781466681675|ISBN10: 1466681675|EISBN13: 9781466681682
DOI: 10.4018/978-1-4666-8167-5.ch001
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MLA

Goldstein, Andy. "China: Managing a Diverse and Multicultural Workforce in Multinationals in a Growth Economy: Understanding the Chinese Workforce." Cases on Sustainable Human Resources Management in the Middle East and Asia, edited by Stephanie Jones and Sheena Graham, IGI Global, 2015, pp. 1-42. https://doi.org/10.4018/978-1-4666-8167-5.ch001

APA

Goldstein, A. (2015). China: Managing a Diverse and Multicultural Workforce in Multinationals in a Growth Economy: Understanding the Chinese Workforce. In S. Jones & S. Graham (Eds.), Cases on Sustainable Human Resources Management in the Middle East and Asia (pp. 1-42). IGI Global. https://doi.org/10.4018/978-1-4666-8167-5.ch001

Chicago

Goldstein, Andy. "China: Managing a Diverse and Multicultural Workforce in Multinationals in a Growth Economy: Understanding the Chinese Workforce." In Cases on Sustainable Human Resources Management in the Middle East and Asia, edited by Stephanie Jones and Sheena Graham, 1-42. Hershey, PA: IGI Global, 2015. https://doi.org/10.4018/978-1-4666-8167-5.ch001

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Abstract

This case suggests a system of understanding the Chinese employees of a typical multinational company operating in China, based on attitudinal, behavioral, and psychological factors. The study particularly focuses on Chinese staff members of multinationals in terms of their career ambitions, consumer habits, and attitudes to each other, to foreigners, and foreign companies in China generally. Chinese staff, the author argues (based on more than ten years of observation and a detailed survey he conducted), can be categorized as in one of three main types: Chuppies, Westernized and Traditional, or “Mandarins.” They can be a mix of two or three of these types and their behaviors can evolve between types over time. Understanding these differences can help the non-Chinese manager and student of HR issues in China to operate more effectively and gain more insights – as the author himself discovered in the process of researching this case.

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