多元文化劳动力的招聘及甄选策略--加拿大Assignment代写范文

加拿大Assignment代写范文:“多元文化劳动力的招聘及甄选策略”，这篇论文主要描述的是全球化的发展也使得世界各地的移民人口在不断的增加，世界人口的传播使得未来的劳动力将呈现出多元化的趋势，在一间跨国企业当中，会有来自世界各地不同地区不同文化背景的人，最为典型的就是美国、澳大利亚、加拿大等移民国家。

Introduction 简介

Nowadays, it is easy to understand why worldwide migrants have influenced the world population Dissemination and a country or a organization culture. Therefore there is a trend to develop a multi-cultural workforce in the future. It means that in a country or a multinational corporation, or an international business field, there will be involved in many persons having different culture background. Looking like the United States,Australia, and Canada, these country’s population are one of the most culturally and linguistic diverse in the world.

There just taking Australia as an instance, it characterized by 160 different ethnic origins and more than 100 languages(Industry Task Force on Leadership and Management Skillsi 1995). In 2003, approximately one quarter of the population was born overseas, with 14% of people originating from a non-English speaking country. Through changing immigration policy, Australia’s ethnic composition continues to change with the intake of more migrant and refugee groups. Over the next forty years, the proportion of Asian migrants is forecast to increase to a level of 7.5% of the total population. Of the 133,700 migrants arriving in Australia in 2001-2002, over half were in the workplace prior to migration, and 55% of all migrants were skilled(DIMA 2003). Data from the 1996 Australian census reveals that when compared to the whole Australian population, migrants from Malaysia, the Philippines and Singapore have more educational or occupational qualifications. Over half of all migrants from these countries have tertiary level qualifications including a university degree or diploma and over 90% speak English very well, or well(DIMA 2000a).

Yet, it is commonly acknowledged that migrants from non-English speaking backgrounds have greater difficulty in obtaining employment than Australian born people (Barker 1994; Hawthorne 1992; Mak, Westwood & Ishiyama 1994; Yuen 1997). Migrants from an English speaking background do not experience similar difficulties, as they experience no greater difficulty than local Australians ( Di 1999; Mak et al. 1996; Office of Multicultural Affairs 1993). As a result, NESB migrants are more likely to be unemployed, employed in positions which are not commensurate with their skills and qualifications, or face employment only within their own ethnic community (Barker 1994; Hawthorne 1992; Lever-Tracy, Kitay Phillips & Tracy 1991; Mak 1996; Mak et al. 1994; Yuen 1997). In a 1993 study of Chinese and Indian small business owners, Ip (1993) found that after migrating to Australia, less than half of these qualified participants were able to continue working within their previous field of employment. Non-recognition of overseas qualifications by employers and professional bodies, and employer resistance to hire these migrants, were identified as the primary obstacles. Additional causal factors affecting employment of NESB migrants include English language proficiency, migration status, and length of residence (Hawthorne 1992; Yuen 1997).

Associated with the changing population numbers, the composition of a country workforce is becoming more diverse (Dessler, Griffiths, Lloyd-Walker & Williams 1999). Cope and Kalantzis (1997) promote using workforce diversity as an organisational resource. They argued that a successful management of multi-cultural workforces gives an organisation or company a competitive advantage in cost structures, decision making, and creativity, problem solving and adapting to change (Cope & Kalantzis 1997; D’Netto & Sohal 1999; Mead 1998; Williams & O’Reilly 1990). For example, since nine out of ten of Australia’s fastest growing export markets are non-English speaking, highlighting diversity and improving its efficiency of management has sound economic reasons. The Karpin report and DIMA propose that Australia’s cultural diversity can be used to enhance economic performance, especially in relation to Asia, because business success in this region is associated with cultural sensitivity and market knowledge. Similarly, this idea or tactic is suitable for other multi-cultural workforce.

Unfortunately, D’Netto and Sohal (1999) and Hay (1995) note that there is little evidence of Australian companies recognizing the potential in using their human resources to gain competitive advantage. Moreover, numerous studies have shown that although Australian managers have a growing awareness of diversity issues, managing a diverse workforce is not a priority (e.g. D’Netto & Sohal 1999; Erwee & Innes 1998; Fitzgerald 1997). Indeed, the research indicates that Australian employers are often unaware how to value the skills of overseas-trained applicants (Bartram & Lindley 1995; National Multicultural Advisory Council 1995). Workers from non-English speaking backgrounds may offer four key assets to an organization: language skills, knowledge of business networks, cultural sensitivity, and management knowledge.

Thus, these papers illustrate the impact of cross-cultural expectations in recruitment and selection for recruiting managers to an international business that needs a multi-cultural workforce. And second analyze the recruitment and selection methods available for an international business that needs a multi-cultural workforce, and how it should be performed in a multi-cultural environment.

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