英语论文网

esource management in their enterprises. Most of SMEs in China do not believe that the human resource management can bring benefits to the development of their enterprises, and most of them do not have the special department of human resource management and ask other departments such as finance department to deal with the human resource management affairs for the enterprise. This finding is supported by Zhao (2008). In the new century, the competition between enterprises has been more and more intense and the core of the competition is focused on the competition of human resources. It is more and more important for enterprises to have a good human resource management in order to succeed in the market. It was found by Zhao (2008) that most of enterprises especially SMEs in China have not realized the important role of human resources in the development of their enterprises and the importance of managing human resources to the competition of enterprises in the market. The research suggested that upon the background of network, verbalization, diversification and globalization, small and medium sized enterprises in China should make necessary changes in many aspects such as goals, ideas and ways of human resource management in the future in order to survive in the intense competition.

But on the other hand, the finding of Karami et al (2008) supported the importance of human resource management. The findings of Karami et al. (2008) showed that increasing the core competencies of the firm, in particular in HR, is the key element to the success of the firm. Moreover, it was posed that the growing involvement of the HR in the development and implementation of business strategy will lead to the increased effectiveness of the organization and the industry as a whole. Lastly, in order to increase firm performance and to benefit from HR capabilities, it was recommended that practitioners and SME CEOs should increase the involvement of their HR specialists in the processes of strategic management in their firms.

Thirdly, the findings showed that there are obvious differences in the human resource management practices, and the differences are mainly realized in four aspects of history, cultural differences, degree of attention and experiences . This finding is also supported by research evidence of Cunningham and Rowley (2007). Cunningham and Rowley (2007) did a research to emphasise the development, importance and pressure on the under researched area of Chinese small and medium sized enterprises (SMEs) and human resource management (HRM) and provide a review and research agenda especially relating to the debate on convergence vis-a-visvis-à-vis divergence. This research examined recent research papers that are discussed and possible convergence and the pressures on HRM and its practice in Chinese SMEs. In this research, key elements in Chinese HRM are highlighted and four main dimensions of HRM are compared in terms of Wwestern and Chinese characteristics and their cultural impacts and problems based on a conceptual framework to locate influences on Chinese HRM. The findings of the research indicated that the continuing influences on HRM suggest that a distinctly Chinese HRM approach combining Wwestern practice with Chinese characteristics may be one way for SMEs in China to develop, and it is central to a better understanding of Chinese SMEs and helps fill some of the gap in the analysis of HRM in Chinese SMEs.
Lastly, the findi