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 论文编号：
org200808111641173681 |
| 论文属性：
thesis |
| 论文语言：English |
| 论文国家：U.K. |
| 登出日期： 2008-08-11 |
| 字数： 9129 |
| 源程序：
无 |
| 价格：
免费论文 |
| 注明： |
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| 论文大纲，目录 |
| 关键词搜索：Lenovo Manages Values Difference Merger of IBM |
related sectors in this study include Original Lenovo Sectors (OLS), which belong to Lenovo before the merger of IBM. The second set of technology/electronics related sectors include Original IBM Sectors (OIS), which belong to the IBM before the merger. The OISs were chosen because OISs are more likely to be influenced by the ‘homecountry’ or ‘headquarters’ culture. Such sectors often have a vision and an organization culture in place, which is adopted worldwide, like a trademark. Sectors too small (less than 100 employees) were not used, as the HR department would usually be too small a group to have any formal HRM to study (Tan, 2000). Technology/electronics related sectors were selected for the research because this industry has been the main engine behind the growth of both Lenovo and China’s manufacturing sector. In 2001, the total trade of electronic in China was about ￥154 billion or 9% of China’s Global Domestic Production (GDP) (Teo, 2002). It provided up to 13% of the total employment in China (key manpower statistics - Straits Times, 2002). Hence, research based on this industry is likely to provide insights to investors or even the government. In addition, being one of the most labor-intensive industry, the findings on the impact of culture on HRM will be useful to other sectors in managing their human resources.
The number of responses to the questionnaire was expected to be about two hundred. This number (i.e. about eight sectors targeted in the survey) is r英语论文网 【http://www.51lunwen.org】epresentative of China’s technology/electronic related industry. In addition, to consector the influence of Confucian values on the HRM practices adopted by the sectors, a separate questionnaire was administered to the General Managers or Heads. This questionnaire aimed to test the Managers’/Heads’ knowledge of Confucian values and the ideologies.
This is vital as it allows conclusion to be made when responses obtained from the executives in the same sector is high, to be due to Confucian values’ influence and not another religion or culture since it is widely acknowledged that the personal values of managers often shape the direction and style of the corporations’ management (Deal and Kennedy, 1982; Ralston et al., 1997; Schwartz and Bilsky, 2006; Westwood and Pozner, 1997).
1.5 Unit of Analysis
This research aimed to ascertain the influence of Confucian values on HRM practices adopted by Lenovo through the various HRM practices. Employees at the executive-levels (those who are directly affected by the style of HRM practices set and have the ability to question) and the HR managers (those who set the style of the HRM practices) were chosen for this project. The executives were asked for their opinions on the various HRM practices to which they are exposed. Managers were tested with a separate questionnaire to verify whether they are influenced by Confucian values personally. This separate questionnaire was used as it was found by past researchers such as Pears
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