International employee Relation

Western industrial countries while China is more similar with Eastern Europe . China , in to survive and to compete globally is shifting from a central planning system to a more market-oriented economy . Reforming state-owned enterprises (SOEs has thus been at the top of the Chinese government 's agenda since the mid-1990s . This has led to the emergence of new patterns of enterprise ownership and consequently new employment relations which are distinctively different from those in the traditional SOEs . The key elements of employment relations may have changed as a result of ownership

change why the trade unions have failed to perform adequately , and what the impact has been on workers of the new form of employment relations . Presently , China 's market reform is setting the stage for significant changes in management practices . The responsibility for labor allocation is being shifted from a centralized planning authority to forecasting and planning departments within enterprises . Production and reward systems are changing , with less emphasis on egalitarianism and a stronger emphasis on efficiency and performance (Shenkar Chow , 1989 . Meindl , Hunt and Lee (1987 , cited in Cyr Frost , 1991 ) note that managers in China are already showing an increasing interest in using human resource techniques and motivational systems which emphasize productivity at the individual , group , and enterprise level . Current best practices in HRM can make significant contributions to the process of change undertaken by Chinese enterprises

China 's market reform has resulted in the dramatic growth of privately owned enterprises , township enterprises and international joint ventures . It has been reported that by the end of 1992 , there were nearly 140 ,000 private enterprises employing more than 2 million people while township

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enterprises produced 1 ,650 billion yuan (US 289 billion (1 ) in goods and absorbed 100 million rural laborers (China Daily , 27 May 1993 Similarly...