Abstract: With the acceleration of the process of economic globalization, the cultural differences between China and the West have been exchanged and integrated in a wider range and at a higher level in enterprise human resource management. Under the background of multicultural coexistence, enterprise human resource management and enterprise development arising from solving cultural differences and cultural conflicts. This paper mainly discusses the suggestions from the influence of cultural differences on human resource management and the application of cultural differences in human resource management.

[Keywords:] the impact of cultural differences on human resource management recommendations

First, the impact of cultural differences on human resource management

With the deepening of global economic and cultural ties, in order to gain competitive advantage and initiative in the fierce market competition, more and more enterprises go abroad and seek effective allocation of resources on a global scale. At the same time, cultural differences between China and the West have put forward new topics for enterprise human resource management. Enterprise human resource management is influenced and restricted by a country's culture to a great extent, including values, ways of thinking and social customs. Culture affects a series of human resource management policies such as recruitment, promotion and performance appraisal methods. For example, when designing the salary of multinational companies, we need to consider the views of different countries. China people's wage increase is linked to welfare, while foreign public is linked to price index, inflation and other factors. Similarly, when promoting cadres, China people attach importance to political quality, qualifications and interpersonal relationships, while foreign countries only pay attention to weight and conduct. Therefore, the human resources of multinational companies need to take the enterprise as a whole, and the managers should choose the integration force according to the conditions of being familiar with and adapting to the local culture.

Cultural differences between China and the West are a double-edged sword for enterprise human resource management, because cultural differences lead to differences in management concepts and communication methods, which makes it difficult for enterprises to formulate human resource management strategies. Practice has proved that cultural friction caused by people's different values and behavior patterns in different cultural backgrounds is one of the fundamental reasons for the failure of multinational companies' management and the dilemma of their global strategy implementation. In traditional human resource management, members share common values and the management environment is single. In multinational companies, members have different cultural backgrounds, so it is difficult to manage and organize. The cultural differences between China and the West are also manifested in the more diversified functions of human resource management, which promotes the transformation of human resource management methods and improves the status of human resource management in enterprises.

Second, the application of cultural differences in human resource management recommendations

1. Integrate corporate culture, strengthen communication and establish common values.

Different countries have different cultural values, and as an orthodoxy, they have their own laws that act according to their own thinking and concepts, which brings great difficulties to the human resource management of enterprises. Therefore, human resource managers should find the combination of different cultures, absorb the essence of the two cultures, and give full play to their common and individual advantages, so as to take effective measures to gradually establish a corporate culture with their own characteristics and adapt to the new environment, and gradually establish common values. And through organizing various activities, we will constantly strengthen exchanges and cooperation among employees, fully understand each other's cultural background and values, enhance the transnational nature of employees and their sense of identity with the enterprise, so that employees' personal culture can be truly integrated into the enterprise culture, and their own thoughts and actions can be combined with the company's purpose and enterprise, so as to give full play to the value of cultural differences between China and the West in human resource management.

2. Actively participate in cross-cultural exchanges and training.

Multinational companies should take measures to strengthen cultural communication, such as helping enterprises to establish a common language for communication; Make more use of task lists, memos and other forms to convey information simply, quickly and accurately; Collect employees' reasonable opinions and let employees speak freely; Organize Chinese and western seminars to strengthen exchanges. At the same time, human resource managers should strengthen cross-cultural training. The so-called cross-cultural training refers to the training activities carried out by groups to eliminate or reduce various obstacles and cultural conflicts caused by various cultural differences under the various cultural backgrounds of the organization. The purpose of cross-cultural training is to make employees understand different cultures, learn to respect each other's cultures, improve their sensitivity to different cultures, and reduce mistakes caused by improper cross-cultural communication and cultural conflicts caused by cultural differences in daily work in the international working environment. Cross-cultural training is considered by many multinational companies as one of the main means to reduce cultural conflicts and achieve effective cross-cultural management. The main contents include cultural awareness, cultural sensitivity training, language learning, cross-cultural communication and conflict management, cultural adaptability training and local environment simulation.

3. Management of localization strategy

The localization of human resource management in multinational corporations refers to the overseas subsidiaries of multinational corporations, whether managers or ordinary employees, who usually recruit, select and appoint in the host country. The essence of multinational corporations is that in the process of all-round integration into the host country's economy in production, marketing, management, personnel and other aspects, they should also bear the responsibilities of the citizens of the host country, and will be integrated into the corporate culture and rooted in the local culture. Using local people can eliminate all kinds of misunderstandings caused by cultural background and language gap, and make use of their good interpersonal relationships in the local area to quickly open the market and improve the competitiveness of enterprises; It is conducive to reducing the high cost of overseas dispatch and transnational operation of multinational corporations; Narrow the difference between the location levels of local subsidiaries and parent companies; And can choose the position that is most suitable for the staff position. It is also conducive to the economic security of the host country, increasing employment opportunities, managing changes, and accelerating integration with the international community. Therefore, we should actively promote the training and recruitment of local talents.

III. Conclusion

In short, the human resource managers and management staff of multinational companies should thoroughly, systematically and comprehensively study the human resource management culture of western enterprises on the basis of fully understanding corporate culture and foreign culture, so as to achieve the best combination of different cultures and give full play to their greatest advantages. Only by constructing their own cross-cultural management strategies and effectively realizing the cultural differences between China and the West in the management of enterprises can we increase the possibility of their success in transnational operations and improve their competitiveness.

References:

[1] Song Yan: enterprise human resources analysis, cross-cultural management. Science and Technology Information for Development and Economy, Top Three in 2007

[2] Liu Jingjing: On cross-cultural human resource management. Business Administration, Top Five in 2007

[3] Chen Junjie: Cross-cultural differences in the development of joint ventures. Enterprise Zone Fa [2004]11

[4] Li Dengjie: Cross-cultural adaptability of human resource management in international enterprises. Technical economy, 2005 12

[5] Zhang Peng Peng Cheng: Transnational cross-cultural management. Journal of Management of Beijing University of Finance and Trade, 200 1 4

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