ABSTRACT
This chapter presents two sets of current case examples from China and India to help explain the dynamic restructuring of industry in both countries, and the associated changes in the human resource management (HRM) ‘architecture’. These specific cases illustrate, in our view, the ‘best practice’ HRM systems, processes and practices, reflecting the globalization experiences of these multinational corporations (MNCs) and their eclectic incorporation of Western and local approaches in all the countries of their operation. They cannot, however, be claimed to represent HRM practices in all, or even most, organizations in China and India. Given their various stages of development, there appear to be as many differences as similarities in the HRM systems between state owned, domestic private, wholly foreign owned, joint venture and multinational enterprises in both countries, as discussed throughout this book.
