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Leadership and Management Position China Mobile

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Institution Affiliation

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Leadership and Management Position China Mobile

The Human Resource (HR) team has a major role in recruiting employees at all levels of

an organization's structure. The best approach to initiate HR in attracting and hiring employees

for China Mobile Company is by writing good job descriptions and offering applicants’

comprehensive workers' benefits package. Arguably, a job description creates a framework and

an overview of the job positions at the management levels. In addition, comprehensive employee

benefits attract many applicants for the position, giving room for the ideal selection (Wursten et

al., 2012). The best employee in competence, skills, and educational qualification would fit the

highest leadership positions, while less or moderately experienced applicants would fit for

middle management.

The practices of writing good job descriptions and offering a comprehensive workers'

benefits package in employee selection differ from the United States, considering several factors.

First, HR within U.S based companies follow a process designed for recruiting workers, which

includes making a decision to hire, deciding on the skills to consider, and recruiting for positions

(Brownlee & Lee, 2017). In addition, most of the U.S based companies extend to employees

selection, onboarding, and training, unlike the approaches recommended above purposed to

select already experienced and competent workers.

The author, on page five of the article "How to Improve Efficiency in Your HR Capital,"

brings in the context of setting targets based on border differences. Huib et al. (2004) confirm

that a failure to recognize cultural differences between neighboring countries might result in

acquisition failures. For example, targets are negotiated rather than set by most of the managers

from the U.S, Germany, Netherlands, and United Kingdom. This shows that China Mobile
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Company operates with targets under negotiation owing to its diverse nature. The author

considers it a high-distance power where training and learning processes depend on trainers.
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References

Brownlee, T. & Lee, K.(2017). Building Culturally Competent Organizations. Retrieved

from http://ctb.ku.edu/en/table-of-contents/culture/cultural-competence/culturally-

competent-organizations/mainhttp://ctb.ku.edu/en/table-of-contents/culture/cultural-

competence/culturally-competent-organizations/main

Huib w. Lanzer F. & Fadrhonc T. (2004, June 7). Managing people across cultures by Fons

Trompenaars.

https://www.goodreads.com/book/show/1248038.Managing_People_Across_Cultures

Wursten, H., Lanzer, F., & Fadrhonc, T. (2012). How to improve efficiency in your HR

capital. Itim International. Retrieved from http://geert-hofstede.com/tl_files/managing

%20people%20across%20cultures.pdf
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References