Posted: May 1st, 2024

THE IMPACT OF CHINESE CULTURE ON EMPLOYEE RETENTION

THE IMPACT OF CHINESE CULTURE ON EMPLOYEE RETENTION

Among all the nations, 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China’s economy is globally recognized as one of those nations experiencing the most remarkable growth. On this regard, numerous multinational companies move their operations towards 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China in the aim of reducing expenses and to expand their market. However, most of these multinational companies (MNC) in 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China are experiencing substantial problems related to shortage of talents. The increasing rate of job turnover in 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China is a considerable impediment with organizational productivity. Thus, multinational companies established various initiatives and methods to develop the talents of their employees and retain qualified talents. Nonetheless, not all Western retention and development tools can be applied to Chinese employees.
A significant question facing the MNCs in 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China is – How to keep hold of their employees and develop their talents This study intends to provide an answer on this question and realize which tools MNC can use for retention and development of Chinese employees, and in what way it should adjust them with the cultural characteristics of Chinese employees. The main objective of the paper is to examine the impact of Chinese culture on the employee retention at a multinational company operating in 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China, which is the Mattel Asia Pacific Sourcing Limited. The paper will also attempt to look at the significance of employee retention for an organisation, including the need for the multinational companies to recognise the local country’s culture and its effects on the efficiency of the entire organisation. This research is conducted using quantitative and qualitative research through the survey and interview methodology to determine the effective methods regarding retention and development of Chinese employees.
Table of Contents
Contents

Abstract 2
Background and Problem Statement 3
Research Questions 8
Literature Review 8
Factors affecting employee retention 10
Significance of culture in employee retention 17
Difference of Chinese culture with other countries 20
Impact of Chinese culture on multinational companies in 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China 23
Methodology 30
References 35
Bibliography 39

Background and Problem Statement

Over the years, the subject of employee retention has prompted the attention of numerous researchers, leading to substantial articles and research on the subject. Many challenges faced by several organization reflect that employee retention is one of the most complicated and grave concern that management should not ignore (Johnson, 2000). Managers need to address the challenging concerns of how to reduce the turnover rate and sustain employees on board (Horwitz et al., 2003; Steel et al., 2002). Even though the economic development and workplace conditions are shifting continuously, managing employee turnover has an important significance, particularly in developed and developing countries.
The significant growth rate of job turnover in 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China is considerably interfering with organizational productivity. In spite of a remarkable population of 1.3 billion, 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China’s current workforce is experiencing a critical and worsening skills shortage. The US 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China Business Council indicates that as 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China attempts to move up the value added ladder, retention and attraction of required scarce skill sets is the most substantial hindrance to 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China’s economic advancement. Furthermore, the future generation of workers is seen to unlikely fill the void. The Council reports that between 2003 and 2008, 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China produced an estimate of 15.7 million university graduates and only 1.2 million of these graduates are equipped with the skill sets required to substantially meet the demands of high positions within large organizations. Consequentially, Chinese employees with the required skill sets are currently a highly valued commodity (Euro论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – ChinaJobs, 2009). In a survey conducted involving 114 companies in 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China, it was found that companies are struggling to retain their management, support and professional staff. The survey figures indicate that 54% of companies surveyed are facing an increased job turnover rate involving professional employees, and a 42% increase in turnover of support employees in comparison with the previous years. Furthermore, the survey ascertained that the average length of service for the typically high demand age group of 25 to 35 years has decreased from 3 to 5 years in 2000 in just 1 to 2 years in 2005.
In recent years, majority of the multinational companies entering the 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China market are prone to overlook the labour shortage in 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China due to the country’s huge population. However, existing literatures pertaining human resources management in 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China suggest that the country’s sizeable unskilled labour may just give rise to a host of other problems. Adding to this, these companies actually target on hiring those workers who possess multi-skills such as marketing, finance, technical or managerial positions. Most of the multinational companies and the domestic Chinese companies experienced that one of the biggest challenges for the companies in 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China is to acquire and thus retain the talents at the organisation. Since there has been tremendous growth in the economy of 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China and the labour market is becoming increasing mobile, the businesses of 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China have generated opportunities for the people to change from one job to another job and thus increase their pay. The rate of increase in the salary has been approximately 9 percent in 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China and the pace at which the managers are getting promoted has been quite high in comparison to other countries in Asia. When the talented performers are attracted away from other Chinese companies, along with promotion they are offered around 40% hike in their salary. Therefore, it has become a challenge for the Chinese companies to attract and retain the employee given such environment (Euro论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – ChinaJobs, 2009).
In another study, Moreno (2007) reports that the primary retention tool used by most companies in 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China is salary, which showed an increased involvement factor by 9% in 2005 from 2004. Taylor (2005) asserts that although Chinese employers and employees’ emphasize salary as the most considerable component of retention, there is a growing trend in 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China for educated workers that are mostly concerned on the fundamental components of their employment. This perception is supported by Hao’s (2006) study, which found that recruiting organizations overestimated the value that prospective employees place on marginal job beneifts and underestimated their need for basic job benefits. The Mercer report suggests that attraction and retention of staff through the use of salary and benefits is only a short-term solution, as long-term loyalty involves meeting the employee’s intrinsic as well as extrinsic needs. Career development was perceived as the most effective non-salary and non-benefit strategy for attracting and retaining Chinese employees. In addition, Taylor (2005), Mercer, and Hewitt and Associates (Moreno, 2007) all support the further development of basic non-salary and non-benefit employee retention methods, such as career development. These studies highlight the requirement for further investigation of issues such as career development and employee retention within the current Chinese context.
This study aims to examine the retention rate in Mattel Asia Pacific Sourcing Limited (MAPS), which operates as a subsidiary of Mattel Inc (Mattel), and known as a worldwide leader in the design, manufacture and marketing of toys and family products. Mattel employs approximately 31,000 people in 43 countries and territories and sells products in more than 150 nations (Matte Inc., 2011).
Mattel Asia Pacific Sourcing Limited has offices operating in both Hong Kong and Shenzhen, 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China. For the past 5 to 10 years, it has been found that the staff turnover rates are remaining high at around 12 to 20% in 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China. Meanwhile, the turnover rate in Hong Kong is only 3 to 8% ,which is considered to be a reasonable level. Although there is not a single factor affecting staff turnover or staff retention, this study represents an active attempt to investigate the impact of Chinese culture in a multinational company such as Mattel in Mainland 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China. In comparison to most foreign investment companies in 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China, MAPS has been providing good compensation and benefits to their employees, such as competitive wages, training and promotion opportunities. However, it is established according to the corporate policy from Mattel which, to a certain extent, is operated under a Western culture. As observed, the differences in the Chinese culture possibly influence employee satisfaction, engagement, organization commitment, and hence leading to their intention to leave, thus motivating the interest on this subject.

Objectives
The current review of the literature has identified employee retention and turnover as an issue of growing importance. Before efforts can be made to address this issue a greater understanding of factors likely to influence an employee’s decision to remain with, or leave their employer must be examined.
The main objective of the research is to identify the impact of Chinese culture upon the employee retention in the multinational companies in 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China. Therefore, the study will evaluate the impact of Chinese culture on Mattel Asia Pacific Sourcing Limited operating in 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China. The study also aims to examine the Chinese culture in depth and to assess its impact on the employee retention strategy. This research also aims to describe the development and retention strategies of the MNCs operating in 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China.
Based on the research done, there will be recommendations to the company regarding i) how improvement can be made in regard to staff retention in their 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China office, ii) how foreign companies in mainland 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China can apply their management tools for employee development effectively, and iii) to recommend MNCs with the local offices in 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China how they can improve their approaches to talent retention and development, how they can use the tools and methods for retention and development more effectively..

Research Questions
Research question 1: How to retain local Chinese talent in a multinational company
Sub-question 1: What causes the local Chinese talents to leave
Sub-question 2: What retention tools can be used to retain the local Chinese talents

Research question 2: How to develop the local Chinese talents
Sub-question 1: What tools can be applied to develop Chinese talents
Sub-question 2: How to apply the tools

Literature Review

The impact of employee turnover can lead to adverse effect on both the company and employees. Many managers and employees are aware of the challenges associated with job turnover. Bluedorn (1982) and Steel (2002) claim that employee turnover results in higher financial cost. Employee turnover, especially the loss of talented and skilled employees can eventually lead to the loss of client resources, core skills and knowledge, and further cause huge economic impact on the organization. Oftentimes, the cost of employee turnover is overlooked by the management. It not only includes the separation pay, but also includes recruitment costs and training costs. Business survival and success depends on the employee retention to some extent (Ferguson & Brohaugh, 2009).
Human resources are an important resource, especially talented employees. In a perfectly competitive labor market, the success of business mostly depends on the employees with critical skills and knowledge. Obtaining or losing the appropriate talented employees can determine the success or failure of the business. Employee turnover strongly influences the business performance. Reid and Crisp (2008) believe that the resignation of employees especially talented employees will cause the decrease of productivity. Also employee turnover has a negative impact on the quality of customer service. The loss of forefront employees is often regarded as the most severe adverse effect on the business and external customer service quality (Phillips, 2002). Woodruffe (1999) claims that employee turnover means the loss of expertise. If key technical employees who have the critical skills suddenly resign, it is difficult for the company to replace the position, at least in the short term. Also turnover will cause more management problems, in the manner that many organizations invest a lot of hard work to do recruitment, job planning, analysis, and selection. It needs a burdensome amount of administrative effort. Employee turnover takes precious efforts and time away.
Phillips and Connell (2003) believe that employee retention has not been given sufficient attention. In their point of view, the factors keeping employee retention are not realized by many organizations. The effect of employee retention was not obvious even though some organizations conducted related solutions to reduce employee turnover as these methods were irrelevant to the reason of turnover. It is undeniable that any employees want to work for the best organizations with good remuneration and benefits. Organizations are urged to be the ‘best company’ since that is the best way to reduce the rates of employee turnover directly (Chen, et al., 2004). Fitz-enz (2000) claims that many factors that can contribute to the forming of ‘best company’, for example, how to obtain the talent staff into the company, how to motivate employees to work hard, improve performance, increase satisfaction and loyalty, offering training and development opportunity, and finally keeping employees in their job.
This paper reviews the existing literature to find out the empirical ideas related to the factors affecting employee retention, the significance of culture in employee retention, differences of Chinese culture with other countries and the impact of Chinese culture on multinational companies in 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China.

Factors affecting employee retention

There are many factors related to the effectiveness of employee retention. With the development of the knowledge economy, employee motivation has already become an important tool to retain employees. Bartol and Martin (1998) discuss the causal relationship between employee retention and motivation. These authors believe that motivation is a power that energizes employee’s behavior, satisfies their needs and retains employees at their workplace. Lord (2002) states that motivation serves an important function in retaining employees and improving their productivity. Whitley, Cheung and Quan (2000) claim that to maximize retention means maximizing the number of employees who want to stay in your organization rather than those who choose to leave your organization.
The analysis and research of staff incentives is important for improving business productivity and organizational competitiveness. There are many ways to implement employee motivation and one of the most important and easy ways to motivate employees is remuneration (Lawler & Jenkins, 1992). Motivation is the core and objective of management (Chen, et al., 2004). Incentive remuneration is an effective way to motivate employees which is widely used by many organizations. Rational and effective remuneration system can effectively motivate employees’ enthusiasm, initiative, and reward the desired employee behaviors, stimulate the employees to play the best potential for organizations to create greater value, thus achieving the purpose of retaining employees. Gomez-Mejia, Balkin and Cardy (2001) claim that if an organization puts employee retention on their business strategic objectives, then it is impossible to compensate employees lower than the market rates. Compensation can be used as an important means for motivating employees’ high performance and to reinforce organizational effectiveness (Dutta & Kleiner, 2000).
Phillips and Fox (2003) believe that the meaning of compensation is much more than the labor income, which to some extent represents the value of employees’ contribution, indicates organizational recognition for employees, and even personal capability and career development prospects. Compensation management is the prerequisite to maintain a business relationship between the employer and employees. Bergmann and Scarpello (2001) believe that the nature of business is to keep employees through signing the employment contract in order to establish a contractual relationship. Effective compensation management ensures the survival and development of both companies and employees, and is a necessary requirement to fulfill the labour contract. ‘Incentive’ function is the core function and most important goal of compensation management.

Job satisfaction and employee retention
Allen et al. (2003) believe that even though the job satisfaction and employee turnover are not the absolute causal relationship, as an organizational leader or management who should minimize staff dissatisfaction, thereby reducing turnover. Job satisfaction is usually caused by the difference between individual job expectations and the actual work situation.
Deery (2008) claims that employee satisfaction plays a key role in influencing the success of organizational performance, and further suggests the perception of: no employee satisfaction, no customer satisfaction. Only with employee satisfaction can the customer get good service and satisfaction; employee satisfaction can significantly increase the organizational benefits and efficiency. Also, the companies with high employee satisfaction normally have low mobility rate, which can reduce the operational cost due to the lower employee turnover rate. The employee with a higher degree of satisfaction will throw themselves into the work with greater enthusiasm, creating greater efficiency, higher productivity, and more profits.
Pfeffer (1998) notes that the external incentives like pay and income can stimulate employees’ creativity and improve their satisfaction. But Mitchell et al. (2001) believe that the work environment, career development, leadership and other internal motivation factors rather than monetary factors can really inspire the employees’ loyalty and creativity. The combination of stimulating incentives such as personal motivation, team motivation, organization and non-monetary incentives should be used in order to keep the key staff on board.
Butler and Waldroop (2001) believe that the implementation of motivation is for impacting the achievement of employee’s individual needs and then increase employees’ work enthusiasm, guide their behavior in business operations. The material requisite is one of the basic needs of employees. Chiu et al. (2002) claim that the changes of employee pay level can deliver the organizational goals, develop strategies and even transmit the management intentions to employees timely and effectively. For example, pay raise means the employees’ performance have been recognized by the organization; the adoption of merit pay system, or increase the merit pay (or bonus) proportion means the companies encourage the competition between employees or departments; use yearly salary system means the organizations prefer employees to work long term for the enterprise. Compensation management can be used as an accessory means to transfer business information to the employees multi-directionally (Stone, 2008).
Career management and employee retention
Another factor affecting employee retention is career management and employee development. As the world economy continues to evolve, the enterprises are facing more intense competition in the international market. The market competition is not determined by traditional business aspects such as production scale, variety and quality, customer service, technological innovation, but focuses on how to attract and retain qualified personnel and use them efficiently (Johnson, 2000). Companies have to front up toward the important issue of retaining employees. Many companies are facing employees’ turnover problems, which has become the organization’s most intractable problems. The career management and employee development provide us with a good idea to solve this problem. Chiang et al. (2005) believe that the important factors regarding the employee retention are broad professional development and the achievement of self-realization.
Moreover, self-promotion is an important indicator of employee career development as it means the employee’s value has been recognized. Training can enhance employees’ skills and also lay the foundation for employees’ future promotion. Both of these HRM methods are often used when the organizations to do the career development and personnel management, also these are effective tools for retaining employees. There are many causes of employee turnover, for example, unsatisfactory treatment, less of opportunities to play the expertise, no development chances, etc. But one important reason among them is that the organizations lack the effective consideration of employee development and neglect the employee career management (Al-Emadi & Marquardt, 2007).
Retaining talented employees, and encouraging people to maintain a high degree of dedication and loyalty, are influenced by many factors. Horwitz et al. (2003) state that these factors can play an active role in human resource management, such as good career development prospects, more open corporate culture, comprehensive management system, competitive salaries and benefits. On the contrary, Tutuncu and Kozak (2007) believe that some factors can cause employee turnover like the organizations lack of transparency, employees do not understand the business strategy and conflict between staff and leadership. These factors lead to negative results such that the employees reduce the trust and satisfaction of business, and they do not want to stay in the organization.
One of the important aspects of employee retention is to achieve a condition that employees are aware of their career development pathway and direction (Chen et al., 2004). Enterprises can fully develop human resources through the employees’ career design and then to create an efficient working environment and atmosphere of attracting and retaining employees (Hsu et al., 2003). Many employees chose to leave because they were in despair of career development. The best way to solve such problems is to build a good career development plan within the organization. This career development includes both the promotion of employees in management positions, and the enhancement in the professional and technical fields. The needs of employees become more diversiform than before, such as a sense of accomplishment, personal value fulfilment, and so on. These requirements can be fully met within the career development function. Glen (2006) notes that purely economic rewards cannot always satisfy employees, sometimes they pay more attention to work in the sense of achievement and personal development opportunities. In this case, in order to better motivate employees, organizations need to help employees determine and design their own career development, satisfy their needs, and further help them to achieve their career goals.
Huang et al. (2006) found some factors related to employee retention through their study. They illustrate that some companies treasure, understand and develop employee personal interest, continue to provide employees with challenging tasks, and creating opportunities and conditions for their growth, development and encouraging them to participate in management. This kind of organizations normally places emphasis on employee career design, such businesses definitely often make staff satisfaction, and to be effortless to retain and attract talent employees. Barnett and Bradley (2007) claim that the career development and employee retention have a close relationship. For enterprises, the implementation of employee career planning and development is actually an effective process of internal human resources development, it can enable employees whom with different abilities, qualities and occupational interests to find out their own pathway to improve, leading to the employees choose to stay in this organization eventually, thus contributing to the stable, sustained and rapid development of this company
According to Li (2007), there are personal as well as workplace factors that impact the process of job retention. The personal factors are race, gender, age, career stage, employment history, marital status, family and living situation, financial situation, education, life history, values and health. The various workplace factors are relationship with the residents, co-workers, supervisors, management style, rewards, workload, schedule and location of the workplace (Li, 2007).
Staff retention strategies can be understood as an enduring employment contract between the employees and their organizations and promoting retention consists of the activities that can be considered by the organisation in order to increase the level of job satisfaction. There is close association among the retention and market share, competitive advantage and profit. In the modern day context, employee retention is considered as an important aspect since it is a problem that is noted in both the developed as well as developing nations. It is observed that 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China faces the problem of high turnover of the staffs because of the shortages of skills. This is evident especially at the managerial as well as technical staff level. One of the significant issues in the context of HRM around the globe has been the skill and talent shortage. The local Chinese has to compete with the talented staffs from the western countries and therefore most of the talented employees of 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China started working in foreign countries itself after the completion of their higher studies (Zhang & Wallace, 2008).
Employee involvement can illustrate the employee’s values and importance. Involvement can influence job satisfaction and employee engagement as the worker may feel more involved in the job through the process of dealing with other people at work. Guimaraes (1996) believes that a key aspect of employee retention is to enhance the management strategies and organizational performance.
Dewettinck and Ameijde (2008) state that affective commitment is an important factor that can affect employees’ loyalty. Also Griffeth et al. (2000) write that affective commitment factors can make a great impact on employees’ job satisfaction and organizational commitment and their relative predictive strength.

Significance of culture in employee retention

A critical factor in employee retention that needs emphasis is the corporate culture or organizational culture. Organizational culture is a system that can be used to control and manage employees’ attitudes and behaviors (Hofstede, et al., 1990). It is not an external restraint management system that is imposed by the organization; but on the contrary, employees adopt the organizational values and norms as their own values and norms of behavior, and eventually utilize these values and norms as guidelines of their behaviors and actions. The background on why some employees work hard is that these organizations normally establish and possess a strong solid organizational culture (Lee & Yu, 2004).
Deery and Shaw (1999) perceives that the major focus of retaining employees is to develop the values of individual employees in harmony with the organizational culture. In the organization, if the employee’s values and organizational values are inconsistent, there may be discord, and may even cause termination or turnover. In the same manner, if the values of employees are consistent with organizational values, then the employees will feel involved and satisfied. The organizational culture is not just a labor motto or employee code of conduct, but the potential regulations that can influence the employees’ language and behavior (Detert, et al., 2000). On the one hand, organizations need to hire employees who know how to adapt themselves with the established corporate culture. Meanwhile, managers in turn should closely manage corporate culture, including: the manner employees perceive the existing corporate culture; what employees expect of the culture; the disparity between the reality and employees’ expectation; and the evaluation of the current corporate culture, whether the company can become a high-performance organization.
Chinese, culturally-based management practices are derived primarily from Confucian principles. Hofstede’s (1980) influential work on cross-cultural management defined culture as the collective programming of the mind. Hofstede (1980; 1991), Adler (2001) and Goldenberg (1988) all suggest that Confucian principles are the dominant input into the programming of the Chinese employee’s mind. Lockett (1988) summarizes these key Confucius principles as (a) harmony in thought and relationships, (b) collectivism, (c) the importance of interpersonal relationships and (d) respect for hierarchy. Furthermore, Taylor (2005) proposes that human resource management practices in 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China should be perceived relative to the characteristics founded in Confucian principles.
Interestingly, Goldsmith (2006) suggests that effective management practices in the contemporary 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China will potentially evolve from a distinctive incorporation of both Western and Chinese influences. Subsequently, as globalization paves way for the growing relations between Western and Chinese business, advancement towards attaining and comprehending a cross-typology of effective management practices is both of theoretical and practical significance. A culturally-distinct comprehension of employee retention practices is one aspect that is of crucial practical concern to multinational companies in 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China. As the Chinese economy grows and moves into more value-added work, retention of talented and skilled workers has become an increasingly important concern as demand for these talented workers exceeds the need for supply. Indeed, this talent-shortage is a primary concern of multinational companies in 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China (Ambler & Witzel, 2005).
The Chinese culture has been described as relationally oriented and the territory includes countries such as Taiwan, Hong Kong, 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China and Singapore (Gilbert & Tsao, n.d.). Despite different historical backgrounds of these countries, they are from Chinese dominated societies and therefore the cultural systems applied to these Chinese-Commonwealth countries can be identified as similar (Gilbert & Tsao, n.d.). As opined by Draft (2007), different people in the varying countries have diverse conception and culture regarding organisational behaviour. This diversity can result in a conflict of strategies adopted by various organisations in case of standardised human resource management implementation. Localisation of the human resource management has turned out to be a viable option for multinational companies (Draft, 2007).
According to Dessler (2006), after 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China’s entry to World Trade Organization, a number of multinational companies made an entry into the Chinese market. The MNCs primarily look for localised staffs in their organisations to make the necessary progress in 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China. The diversity of culture to that of their own land has opened the eyes of many multinational companies in the recent past. They have also realised that not only recruiting but also retaining qualified staffs in different fields is tough and is also different in 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China (Dessler, 2006).

Difference of Chinese culture with other countries

Differences in management culture can have a big impact on employee and company performance. Often having a substantial comprehension of these variances and how these cultures can influence your work, can go a long way in helping the management overcome many of the obstacles that impede the company from performing at its highest potential. In the last decades, it is globally known that the United States and 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China have become closer trading partners, making it quite common for people from both countries to work together on a regular basis. There are, however, several variances in the manner that the Americans and the Chinese conduct business. The management culture, in particular, has a significant influence on the overall approach of conducting business within organisations.

Responsibility and Accountability
The method of delegating responsibilities within an organisation transforms the way that employees behave within their organisation and how the organisation performs. The way employees are given responsibilities affects accountability within an organisation. This affects the mentality of the employees whether in United States or 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China. In the American setting, employees are assigned tasks, which come with clear and designated responsibilities. Employees are then held accountable for their performance regarding the tasks assigned to them. Meanwhile, in 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China, employees are given far less individual responsibility in the workplace, which means that they are often not individually accountable for a specific task or project, but are rather evaluated as part of a team or group.

Perception of Time
The culture of handling a business in the United States is straightforward, and oftentimes activities are at a much faster rate than in 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China. Aside from being on time, which is absolutely important in 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China, it is also imperative to establish good relationships with people before conducting business. Oftentimes, this extends the period spent in discussing business and creating decisions. This approach can be quite frustrating to an American, who would much rather get the deal done, and move on to the next process. Additionally, in 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China, focus is placed on long-term responsibilities, with an expectation of long-term rewards. Meanwhile, in the American environment, the system is very much the opposite. Americans look forward to the immediate rewards of their jobs. Additionally, when conducting business with the Chinese, one must take into account the importance that the Chinese gives much emphasis on not losing ‘face’ in front of a group. Within the Chinese culture, it is a no-no, to make someone in the group look stupid or ignorant, resulting to an indirect conversational style, which makes the communication vague. Consequentially, this can lead to longer time in conducting business discussions than Americans are used to. Americans are far less occupied with the thought of whether they might make someone lose face or not, and more with trying to close the deal. In addition, punctuality is an important behaviour in 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China. Within the Chinese culture, being late is an indicator or rudeness, and a symbol of disrespect. Similarly, although Americans place importance on being time, they apply a more flexible viewpoint towards it.

Collectivism vs. Individualism
Even though the Chinese society has long been recognized as a society in which collectivism is chosen over individualism, management systems are evolving in the 21st century. Potentially owing to the fact that the Chinese market has opened up substantially in the past decades, Chinese managers have adapted some traits from their Western counterparts. Studies have shown that some Chinese managers now have adapted some Western values including individualism, coupled with more conventional values such as loyalty and responsibility. On the other hand, social obligations to a higher authority and to the family are still considered very important in 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China, even more imperative than rules aimed at protecting the individual.
Meanwhile, the culture of collectivism still impacts the management culture in 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China in a considerable way. In The United States, organizations leans more on the culture of individualism, with more focus on the achievement of individual functions, goals, and performance. With the Americans, the individual attainments and success have more bearing than seniority, or any form of social status or class. Performing more than what is expected or utilizing one’s creativity to resolve problems are characteristic that still distinguishes Americans apart from the Chinese.
The culture of 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China is completely different from the Western culture. The Chinese place greater emphasis upon the group collaboration and individual reticence. On the other hand, the Westerns place emphasis upon self-reliance. Chinese feel comfortable if there is hierarchy that permits them to know their positions and rules. Informal social relationship is maintained by the Westerns (AIEF, n.d.). British culture also differs widely from that of the Chinese culture. British culture is based upon individual orientation and horizontal relationships (Chen, 2006).
It is because of such differences between the Chinese culture and the Western culture; that the multinational companies find it quite challening to fit with the Chinese ways of motivating the staffs. In 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China, the family with single child is provided monetary assistance, parental leave, payment for the wedding ceremony and housing allowance in terms of benefit packages. When foreign firms operate in 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China they do not provide the employees with such benefit packages. Most of the people are not intending to work with the foreign firms because of the difficulty of the promotion and heavy workloads. Chinese employees want a market where they are provided with opportunity that they want (Cai & Klyushina, 2009).

Impact of Chinese culture on multinational companies in 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China

Career development is inseparable from organisational structure, as organisational structure can strongly determine the channels and levels though which career’s can progress. In order to evolve culturally applicable career development practices, the backdrop of Chinese organisational structures, must first be explored. Bjorkman and Lu (1999) assert that development of all Chinese HRM practices should incorporate Confucian principles. Thus, the impact of Confucian principles on organisational structure and consequentially on retention is a valid starting point for the development of effective retention strategies for contemporary 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China.
As previously, mentioned organisational structures in 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China are often interpreted relative to the structure of the harmonious Confucian family group model, which are founded on harmony, collectivism, personal relationships and respect for hierarchy. Bond (1996) supports that the characteristics are also apparent in organisational structures. Hence, Ambler and Witzel (2005) define a stereotypical contemporary Chinese organisation when compared to its western counterpart, as more hierarchical, more authoritarian, with more formal chains of reporting and authority, and dominated by a fewer strong leaders. Such organisational structures are contrasted in Western management theory with a modern trend for flat, participative, decentralised structures. Unsurprisingly, such structures have significantly less resemblance to the Confucian family group model of organisational structure.
Western management theory goes further than simply contrasting organisational structures, by proposing flatter organisation structures are superior to tall hierarchical structures. Jaques (1990), suggests that in western management literature the word hierarchy has become an adverse term, associated with negative organizational outcomes. Powell (2002) proposes that some management literature associates flatter organizational structures with positive results, such as openness, staff development, employee self-sufficiency, employee satisfaction, and subsequently employee retention. However, such perceptions are largely based on research in Western cultures from a Western perspective, and are arguably not culturally applicable in the Chinese context.
In addition to the Confucian principle of harmony and respect for hierarchy, the important Chinese cultural concept of “face” has a bearing on preferred organisational structures. Nevis (1983) draws attention to the Chinese concept of “face” in relation to western needs theory, suggesting that westerners often perceive the Chinese pursuit of “face” as the equivalent of pursuing individual esteem needs. However, Bond (1992) highlights this is a misconception, as the Chinese concept of “face” is more closely related to the Confucius need for harmony in relationships. The concept of “face” infiltrates every aspect of Chinese life, and thus has a direct bearing on culturally applicable organisation structures. Goodall and Warner (1997) assert that understanding the delicate nature of face, especially in relation to hierarchy and authority is an import component of understanding and developing HRM practices in 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China.
Child (1994) emphasises that Confucian principles install in Chinese employees the importance of their position in a groups well defined hierarchy as an important source of “face”. Zhu (2005) further demonstrates this point by stating that Chinese are particularly sensitive to job titles, as they define their position in the organizational hierarchy. The importance of face raises questions about the cultural transferability of western trends for flatter organisational structures. Such trends delayer levels of middle management, to be replaced by positions such as team leaders. Such changes may be viewed by Chinese employees as a reduction in the status of management positions and a blurring of roles within the organisational hierarchy resulting in reducing “face” associated with these positions. Jackson and Bak (1998) outline a Chinese preference for a well defined career ladder with many visible rungs. In addition they found that Chinese employee’s prefer positions on the organisational ladder to be directly aligned with elements such as authority, remuneration, and other status symbols, indicating that tall well defined hierarchies may have a positive impact on the retention of Chinese employees.
To categorically label Chinese employees as being better suited to tall hierarchical organisational structures is premature, as such a rigid classification demonstrates yet another cultural bias, and reaffirms the western analytical need for black and white answers. As previously stated Confucian principles encourage harmony of thought, and allow for the possible synthesis of both tall and flat elements of organisational structure. Chen (2003) demonstrates this point by illustrating that Chinese organisation can have tandem organisational structures, one being a formal rigid bureaucracy while the other is manifest in informal, adaptive, personal relationships.
Most of the multinational corporations have developed their enterprises in 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China for the purpose of obtaining and using local talents after it has entered in to World Trade Organization (WTO). For the purpose of attaining the talents, most of the Chinese companies had to compete with the Joint Ventures. It is noted that most of the western HRM literature has tried to focus upon the retention of the employees in the modern day context and therefore it is easier to identify the number of factors through which the organisations can minimise the employee turnover rate and thus are capable of motivating and retaining the employees (Zhang & Wallace, 2008).
The Chinese labour market is considered as the contradiction of talent. Although there is huge number of workforce in 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China, there is great shortage of skills. Since there is excess demand for the talent in 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China, it has led to sellers market. There is greater likelihood of the skilled employees leaving the current employers if they feel discontented since they have many employment options. The employees search for jobs that provide them tremendous opportunities to explore their talents and thus enhance their career. The biggest challenge for the firms is employee retention. Hewitt 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China reported high turnover rate of approximately 21.8% in 2009. It is noted that most of the companies in 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China are trying to recruit the local or even foreign educated Chinese since they demand lower salaries and thus possess greater knowledge regarding the Chinese culture and language. The retail, marketing and sales sector face the biggest shortage of talents especially the skill related to the language in order to accommodate with the cultural diversity in 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China. Since there is cultural specificities along with greater workers expectation, attracting the skilled and talented workers possess a great challenge. More emphasis is placed upon the brand name along with its associations in Chinese culture. New talents are generally hired by the good brand companies thus providing them inspirational management. The new talents want career opportunities, learning and development abilities with the companies and tend to dream of higher level position in that particular company and therefore it becomes essential for the companies to respond to the changing needs of the employees. For the success of the human resource management in 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China employee retention seems to be significant. In order to retain the best talents in the organisation it becomes vital for the companies to provide the compensation competitively so that the talents do not switch to the rival firms and thus keep providing corresponding hikes according to the prevailing market condition if it wants to keep the best talents in its organisation (PTL Group, 2010).
It was also reported by the Hewitt HR Watch that one of the main reasons for employees leaving their current employers had been the uncompetitive salary. The report also demonstrated the fact that if the employees viewed lack of career opportunities in their current job they left the job. It has also been identified that if the employees did not get the recognition of their work done there is likelihood of the employees leaving the current job. The report was successful at identifying the retention methods that worked. It identified the best retention strategies to be career growth paths along with lifelong training so that the employees can shape up their leadership skills. By providing such options to the employees, it signalled that the employees are valued by the companies and are the pillar for their success. Most of the firms also provide the workers with the opportunity to develop their career path with the pace of time rather than performing simple job. If the working environment is all inclusive then the employees demonstrate the behaviour of long-term commitment with the same organisation and show their loyalty towards the values of the company. If there is good employee-manager relationship along with prolonged dedication towards the improvement of the work quality as well as diverse challenges then this may prove to be quite effective in retaining the top talents with the organisation. It is significant for the organisations to comprehend the fact that the employees remain with the best employers if they are rewarded based upon their performances. With the local Chinese who are at higher level managerial positions, the workers are provided with the role model and therefore they are enticed with the fact that the top position can be possessed by the Chinese workers as well. It is significant for the multinational companies to possess the right blend of knowledge and skills in order to attract the top talents for their companies. It would be of great help for the employers looking for best talents for their organisations to recruit with the help of outsiders or from professionals who possess the required knowledge and skill in the related field (PTL Group, 2010).
One of the significant reasons for the Chinese retention issues has been the escalating Chinese economy that rose by 11% in 2006. The country was also capable of attracting the investment from the top multinational companies of the world. With the burgeoning Chinese economy, it leads to low-cost labour force. It has been identified that the Chinese workers do not possess the necessary skills and knowledge that is required by the multinational companies. This is the primary reason for the shortage of talent in 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China despite its population of 1.3 billion. The managers do not have the necessary education and training that could be fit for the post of the senior executives in the domestic as well as foreign-invested companies. The employees who are young possess the credentials but do not have practical knowledge that could be applied to the business world. It is because of the education system that focuses upon the standardised test related to factual knowledge and does not emphasis upon the problem solving skills and independent thinking abilities (Howard & Et. Al., 2007).
It has been found that the HR professionals are not capable of identifying the reasons behind employees leaving the organisations. They demonstrate the official turnover reasons and the facts that they have discovered from inside the organisations. In reality, these sources may not provide a complete picture of the reasons behind the employee turnover. In order to identify the reasons behind the voluntary turnover rate the organisations can focus upon exit interview. This needs to be conducted by third party. By conducting such kinds of interview, the employers will be capable of discovering the likely reasons for dissatisfaction of the employees with the organisation. With such kind of information, the organisations will be capable of making an ambience in which the employees will not feel like leaving. Therefore, it can be noted that exit interviews can have a profound impact upon the organisations (Howard et. al., 2007).
Therefore, it can be recognised from the overall analysis that retention of key or core employees is a critical factor for a MNC. In 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China, due to conventional collective culture, employees observe an organisation as their own family after they become a part of it. Therefore, a sense of loyalty is naturally developed among the employees. Thus, these unique attributes make Chinese culture a very rare place to settle in for an organisation and to develop a successful retention strategy.
Methodology

Research methodology is defined by Creswell (2003) as a highly intellectual human procedure used in the research of nature and matter, and the data is collected, analyzed and interpreted for specific manner. For this study, a literature review will be used as the main method to analyze employee retention in Chinese multinational companies. Literature review aims to review the critical points of current knowledge including substantive findings as well as theoretical and methodological contributions to a particular topic (Dellinger, 2005). The purpose of a literature review is to make the systematic and comprehensive description or comments for the research results, problems and new trends of research subject within a given period (Machi, 2009). The literature review is based on the process of collection, reading, collation, analysis, and identification of many relevant research literatures. The effective literature review has to meet two requirements, one is to collect a variety of research perspectives, and then to do a comprehensive analysis and classification, and the other is to describe and review the perspectives of literatures based on the author’s point and practical experience.

(The National Academies Press, 2011).

Research approach
In order to develop the process of this research, abductive approach is utilized. This approach combines the deductive and inductive research approaches, which can help produce interactive and substantial results (Dubois & Gadde, 2002). The inductive method relies on theory, which is developed through observed findings. On the other hand, deductive method involves practical examination of already existing theories. The abductive approach aids in the realization of the suitability between the gathered experiential data and theoretical knowledge on development and retention theories for 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China. In this manner, the manner for improving the understanding for these two factors is developed.
More insights and a deeper understanding are intended to be gained from reviewing theoretical findings and data gathered from the survey. Articles, journals, books, and internet resources on this subject will be explored. Subsequently, the problematic aspects will be identified. The experimental data from the survey is aimed to provide with approvals or disapprovals of the current study’s theoretical findings and hypotheses. This empirical data can potentially enhance the understanding of the research problem and serves as a background for resolving the research problem. Thus, the abductive approach allows discovery of new approaches to the existing problems in reality and to develop the theory on retention and development strategies in 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China.

Research Design
The current research is intended to be exploratory in nature, with an aim to determine relevant perceptions within the subject.
In this proposed research paper, the research methods that will be adopted are the quantitative and qualitative research method. In the circumstance of the proposed research topic the data collection method that will be employed are the survey and interview methods. In the quantitative survey method, a questionnaire will be prepared with the aim to take the viewpoint of the employees of MNCs in 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China, particularly entailing the participation of employees in Mattel Asia Pacific Sourcing Limited (MAPS). The viewpoint of these employees will be imperative to provide an assessment of why they are staying at the company or have left the company. The viewpoint will also be extremely beneficial to find out whether the Chinese culture has any bearing on the employees staying or leaving an MNC (OAK Ridge Institute for Science and Education, n.d.).

Participants
An informative sample of 100 employees will be collected for this research through questionnaire survey. This will enable the respondents to provide a range of view which will be crucial for this research paper. The questionnaire shall be administered through mails.
In order to acquire a different perspective to the entire research topic, the viewpoint of the managers will be sought after. This will be done through interview method. Qualitative data can be collected by taking the interview of 10 to 12 managerial level employees to acquire their perspective. This finding will be a significant factor for this research to analyse the standpoint that MNCs have regarding employee retention. This will also help in finding the factors that MNCs are employing to retain their employees and also to judge the influence of Chinese culture on employee retention.
While such a sampling approach can lead to sampling frame error, the nature and importance placed on “guanxi”, or interpersonal relationships as a central concept in Chinese society, justifies such an approach in gaining access to participants within the cultural context in which the research will take place.

Sampling Method
The sampling methods that will be employed for this research are judgmental sampling. The judgemental sampling will be beneficial for this research as there is prior knowledge related to the population. This method is also useful to increase the number of respondents in the research process. Therefore, these methods will be employed to undertake the research process.

Findings
Demographics
The survey was conducted involving a total of 52 participants with 35 male participants and 17 female participants. Only 6 participants are from the age bracket of 40 and above, while 24 employees belong to ages 20 to 30, and 22 employees are from the ages of 30 to 40. Majority of the participants have not taken any foreign education, and only two employees have received some education abroad. There’s a 50/50 response for those who have worked with other multinational companies and those who haven’t had any experience with MNC. Meanwhile, the average highest level of education completed was a degree level with 45 participants. Five of the participants have completed professional school, while only one has completed master’s level. Majority of the respondents have worked with the company from 1 year to 10 years, while only 3 participants have worked with the company for more than 10 years. Majority of the participants, at 54 hailed from Guangdong, 15% came from Hunan, and the rest are from Gansu, Guangxi, Hainan, Heilongjiang, Henan, Hubei, Jiangxi, and Shaanxi. T

Cultural Diversity
People in higher positions should make most decisions without consulting people in lower positions People in higher positions should not ask the opinions of people in lower positions too frequently People in higher positions should avoid social interaction with people in lower positions People in higher positions should not delegate important tasks to people in lower positions People in lower positions should not disagree with the decisions made by people in higher positions
Strongly disagree 5 4 6 8 7
Disagree 29 26 37 34 29
Neither disagree nor agree 16 14 6 9 11
Agree 2 8 2 1 5
Strongly agree 0 0 1 0 0

It is important to closely follow instructions and procedures Rules /regulation are important because they inform employees of what is expected Standardized work procedures are helpful Instructions for operations are important It is important to have instructions spelled out in detail so that employees always know what is expected to be done
Strongly disagree 0 0 0 0 0
Disagree 1 1 0 0 1
Neither disagree nor agree 4 5 5 2 9
Agree 42 41 40 45 33
Strongly agree 5 5 7 5 9

Compensation and Benefits
The company makes adequate use of recognition and rewards other than money to encourage good performance. The company’s benefits (e.g., working hour, annual leave, retirement plan) are as good as or better than the benefits in other organizations. The company’s base pay is as good as or better than the base pay in other organizations. The company is doing well in matching pay to performance.
Strongly disagree 5 4 7 6
Disagree 10 12 24 11
Neither disagree nor agree 10 27 18 28
Agree 22 9 3 6
Strongly agree 5 0 0 1

 

Diversity and Inclusion
Employees are given fair treatment without regard to race, age, national origin, religion, gender and/or physical disabilities Everyone in the company is fairly valued regardless of differences When it comes to valuing diversity and inclusion, actions of Management are consistent with its words
Strongly disagree 2 4 1
Disagree 3 4 7
Neither disagree nor agree 10 20 21
Agree 29 22 21
Strongly agree 8 2 2
Engagement
I am proud to be a member of the company I would recommend this company as a good place to work I work beyond what is required to help this company succeed The company energizes me to go the extra mile It would take a lot for me to consider leaving the company
Strongly disagree 0 2 0 0 1
Disagree 2 2 2 6 4
Neither disagree nor agree 14 15 5 13 8
Agree 36 32 41 32 39
Strongly agree 0 1 4 1 0

 

Job Satisfaction
Company’s vision makes me feel like my job is important My work gives me a sense of personal accomplishment Working at the company gives me the opportunity to frequently do what I do best Taking everything into account, I am satisfied with the company as a place to work
Strongly disagree 1 1 1 1
Disagree 1 4 5 4
Neither disagree nor agree 17 14 18 8
Agree 33 31 27 39
Strongly agree 0 2 1 0

 

Personal Development
I have a reasonably good idea of my possible career paths in the company I believe I have the opportunity for personal development and growth in the company I have an opportunity to learn and grow professionally in the company There are people in the company who encourage me to develop myself
Strongly disagree 2 1 1 1
Disagree 6 6 5 3
Neither disagree nor agree 17 17 12 9
Agree 27 28 34 39
Strongly agree 0 0 0 0

 

Supervision
I have received praise for performing well I have received feedback on my progress toward objectives I think my performance on the job is evaluated fairly My supervisor manages people well My supervisor communicates effectively My supervisor develops people’s abilities
Strongly disagree 1 1 1 3 2 3
Disagree 1 5 4 8 5 1
Neither disagree nor agree 16 15 18 14 12 18
Agree 34 30 29 25 31 27
Strongly agree 0 1 0 2 2 3

 

Training
The training I have received from the company has adequately prepared me for the work I do There are sufficient opportunities for me to receive training to improve my skills in my current job My job leaves adequate time to take advantage of job-related training opportunities Employees in new positions receive the training they need to do their jobs well
Strongly disagree 4 3 5 3
Disagree 11 14 16 6
Neither disagree nor agree 15 14 14 20
Agree 22 21 17 23
Strongly agree 0 0 0 0

 

Work-Life Balance
Priorities or work objectives are clear so that I have no trouble getting my work done My work schedule allows sufficient flexibility to meet my personal /family needs The amount of stress I experience from my job does not affect my effectiveness
Strongly disagree 1 4 3
Disagree 10 10 9
Neither disagree nor agree 17 13 9
Agree 24 23 30
Strongly agree 0 2 1

 

Working Relationships
Information and best practices (e.g., knowledge and learning) are effectively shared across division boundaries Employees are treated with respect here The people I work with (e.g., supervisor, co-workers) care about me The people I work with are willing to help each other, even if it means doing something outside their usual activities
Strongly disagree 2 2 1 0
Disagree 9 2 2 1
Neither disagree nor agree 18 11 7 3
Agree 22 34 40 42
Strongly agree 1 3 2 6

 
Conclusion & Recommendation

The results indicate that employees value interaction between the management and those at the lower positions especially in matters involving decision making. Majority agree that there should be standard procedures, rules and regulations in place to guide employees in what is expected from them. In matters of diversity and inclusion, most agree that employees are treated fairly in terms of race, age, national origin, religion, and gender. Most are satisfied with their work-life balance and working relationships within the company. Most employee participants also indicated satisfaction with the way they are supervised, as well as a strong engagement with the company, and high job satisfaction.
In terms of compensation and benefits, most agree that the company applies appropriate recognition and rewards other than financial compensation to promote job efficiency and effectiveness. However, only a few agreed that company is performing competitively in providing sufficient compensation.
In addition, the results indicate a 50/50 response in terms of personal development. It seemed that some employees don’t have an idea of their possible career paths in the company or don’t believe that have the opportunity for personal development and growth in the company. The results for the training category seem to compliment the employees’ responses for personal development. Most employees do not agree that their job leaves adequate time to take advantage of job-related training opportunities.
With 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China’s progressive development of market economy, the multinational companies continuously penetrate the Chinese market. The higher pay, the greater benefits, and working environment that these multinational companies offer have a strong appeal to the employees in 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China, especially for the skilled and qualified employees. However, employee turnover still remains to be a persistent challenge that multinational companies encounter. Thus, employee retention has become an imperative business strategy that multinational companies have been giving more emphasis.
Based on the reviewed literature and on the current study’s survey results, there is a need for the employees’ careers to be developed strategically so that the organizational development goals can be understood by the employees and the desired employee skills can be obtained by the organization, which then creates an efficient working environment. According to the literature, majority of HR managers believe that the comprehensive career planning and development program has the positive influence for retaining employees. If multinational companies lack the effective strategic business management and employee career planning, the employee can never understand the career opportunities, the employees’ career aspirations will never be stimulated and their career goals are unclear. Facing the temptation of other better development opportunities, the employee turnover will be inevitable.
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Appendix

Please answer the below questions about you. Your response to the below questions is to be used by the researcher for an academic research only. For security, all questionnaires will be destroyed within 3 months after the completion of the research.

(1) Gender:
Male
Female

(2) Age Group:
Below 20
20－30
30－40
40 or above

(3) Which province of 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China you were born____________

(4) Have you studied or worked outside 论文帮助/论文写作服务/负担得起我及时提交我最好的质量 – China
Yes
No

(5) Other than the current company you are working, have you ever worked in other multinational company
Yes
No

(6) The highest level of education completed:
Secondary School
Professional School
High School
Degree Graduate
Master Degree or above

(7) How long have you been working with the current company
Less than one year
1 ~ 3 Years
3 ~ 5 Years
5 ~ 10 Years
10 Years or above
Instructions: For each of the following statements, show the extent to which you agree or disagree by checking the box on the right hand side of each statement. Your response is only represent your opinion and there are no right or wrong answers.

Strongly disagree Disagree Neither disagree nor agree Agree Strongly agree
1 2 3 4 5
(8) People in higher positions should make most decisions without consulting people in lower positions

(9) People in higher positions should not ask the opinions of people in lower positions too frequently

(10) People in higher positions should avoid social interaction with people in lower positions

(11) People in higher positions should not delegate important tasks to people in lower positions

(12) People in lower positions should not disagree with the decisions made by people in higher positions

(13) It is important to closely follow instructions and procedures

(14) Rules /regulation are important because they inform me of what is expected of me

(15) Standardized work procedures are helpful

(16) Instructions for operations are important

(17) It is important to have instructions spelled out in detail so that I always know what I am Expected to do
Strongly disagree Disagree Neither disagree nor agree Agree Strongly agree
1 2 3 4 5
(18) The company makes adequate use of recognition and rewards other than money to encourage good performance

(19) From what I hear, the company’s benefits (e.g., working hour, annual leave, retirement plan) are as good as or better than the benefits in other organizations

(20) From what I hear, the company’s base pay is as good as or better than the base pay in other organizations

(21) The company is doing well in matching pay to performance

(22) Employees are given fair treatment without regard to race, age, national origin, religion, gender and/or physical disabilities

(23) Everyone in the company is fairly valued regardless of differences

(24) When it comes to valuing diversity and inclusion, actions of Management are consistent with its words

(25) I am proud to be a member of the company

(26) I would recommend this company as a good place to work

(27) I work beyond what is required to help this company succeed

(28) The company energizes me to go the extra mile

(29) It would take a lot for me to consider leaving the company

Strongly disagree Disagree Neither disagree nor agree Agree Strongly agree
1 2 3 4 5
(30) Company’s vision makes me feel like my job is important

(31) My work gives me a sense of personal accomplishment

(32) Working at the company gives me the opportunity to frequently do what I do best

(33) Taking everything into account, I am satisfied with the company as a place to work

(34) I have a reasonably good idea of my possible career paths in the company

(35) I believe I have the opportunity for personal development and growth in the company

(36) I have an opportunity to learn and grow professionally in the company

(37) There are people in the company who encourage me to develop myself

(38) I have received praise for performing well

(39) I have received feedback on my progress toward objectives

(40) I think my performance on the job is evaluated fairly

(41) My supervisor manages people well

Strongly disagree Disagree Neither disagree nor agree Agree Strongly agree
1 2 3 4 5
(42) My supervisor communicates effectively

(43) My supervisor develops people’s abilities

(44) The training I have received from the company has adequately prepared me for the work I do

(45) There are sufficient opportunities for me to receive training to improve my skills in my current job

(46) My job leaves adequate time to take advantage of job-related training opportunities

(47) Employees in new positions receive the training they need to do their jobs well

(48) Priorities or work objectives are clear so that I have no trouble getting my work done

(49) My work schedule allows sufficient flexibility to meet my personal /family needs

(50) The amount of stress I experience from my job does not affect my effectiveness

(51) Information and best practices (e.g., knowledge and learning) are effectively shared across division boundaries

(52) Employees are treated with respect here

(53) The people I work with (e.g., supervisor, co-workers) care about me

(54) The people I work with are willing to help each other, even if it means doing something outside their usual activities

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