Human Resource Management

Working title: over-working issues in China

Study background: With the rapid development of China’s economy, overtime has gradually become the main trend in the Chinese workplace. Major Internet companies like Alibaba have gradually normalized overtime behavior. In 2019, Alibaba CEO Jack Ma gave a speech: “I personally think that 996 is a great blessing. Many companies and many people think that 996 does not have this opportunity, so today BAT (Baidu, Alibaba) (And Tencent) These companies are able to 996, I think it is the blessing of those of us. The 996 here refers to: work at 9:00 and leave work at 21:00, working 6 days a week. According to the 2017 data of the Wall Street Journal, Among the more than 13,000 white-collar workers, 81% must work overtime, and 11% work at least 60 hours a week. According to the Labor Contract Law of the People’s Republic of China, each person must not work more than 44 hours a week. If the working hours need to be extended due to special reasons, the working hours of singing shall not exceed 3 hours per day and 36 hours per month under the conditions of ensuring the health of the workers. The employer shall not sing the working hours of the workers in violation of the provisions of this law. This law has not been implemented well in reality. In the article of operation2021, Li Haiyan mentioned that most companies nowadays sign an agreement with their employees on voluntary overtime work without additional compensation, thereby achieving circumvention of laws and regulations. The purpose of overtime. The core of the overtime culture is to allow employees to increase their working hours at the expense of the company and the company’s performance. However, the increase in working hours does not directly improve work efficiency but will overdraft employees’ productivity and reduce the overall Work efficiency. The more important it is, if you want the company to maintain long-term and stable development, then you must balance the relationship between employees and the company. Therefore, in the environment where the overtime culture is gradually serious, how to manage becomes very important Matter. Because the general trend of overtime work culture in China has appeared in recent years, the relevant literature index, and most of the literature contains strong subjective opinions, and cannot be analyzed objectively. Therefore, in this research, I Part of the data and cases in other documents will be used. At the same time, because China’s overtime culture is influenced by Japanese and Korean companies, I will also selectively use literature and materials related to Japanese and Korean companies.

Aim: Through in-depth research on overtime culture, we can find the core causes of problems, help companies realize rational management, optimize, and help companies achieve more efficient operations.

Objectives:

1. By collecting corporate data on the prevailing overtime culture, summarizing, and analyzing the effects of overtime for the company, to make up for the blind opposition to overtime in the existing literature, and make the issue dialectical.
2. Use the relevant theories of human resource management to improve the deficiencies of human resource management in overtime enterprises at this stage, such as reasonable overtime management and overtime rewards, to work overtime without harming the interests of employees and motivating employees’ work efficiency. At the same time, we will discuss how to better manage human resources under special circumstances. For example, a considerable number of companies rely on mobile office, and employees may work overtime at any time or place, so as to better manage human resources in new types of work. Find countermeasures under the mode.
3. Research whether human resource management has different responses to overtime culture in different types of companies. For example, I think that in traditional entity companies and Internet companies, human resource management should adopt different response measures. In-depth study of the subject confirmed whether this hypothesis is valid.

Theories: In this research, I will use qualitative research strategies. Because qualitative research can help me understand people’s views and experiences by analyzing samples and data. The impact of overtime issues that I have studied may be quite divergent. For some people, getting more salaries may be the main reason for their overtime work. Therefore, they may have a positive attitude towards overtime. Others may think that their overtime is not what they need. Everyone may have a different way of looking at this problem, and there is still no standard answer on how to improve overtime from the aspect of human resource management. For such exploratory topics, I think qualitative analysis is more suitable.

Data collect: online survey. Since my topic is mainly about the Chinese market, the interviewees should be employees working in China. Moreover, the global epidemic situation is still tense, and I am not in China, so offline investigations or interviews are impractical. I will collect as much data as possible in the form of online questionnaires.

Samples: Since my research is investigating the overtime situation of domestic companies, it needs to analyze the survey results from the company’s management and ordinary employees. Since the objective contains countermeasures for different types of companies, I plan to find a similar number of participants in traditional companies and Internet companies, managers of traditional companies, employees of traditional companies, managers of Internet companies, and Internet companies. The company has 25 employees each.

Analysis method: By comparing the different viewpoints of leaders and employees between traditional companies and Internet companies, analyze the differences between different types of companies and management and employees, to find out the key problems and find out based on their need’s solution.

Ethics: This research will not violate ethics and research cities. My research will not cause any mental or physical harm to the research subjects, nor will it harm their safety and rights. Interviewees can visit Any time you withdraw halfway through, the entire process is anonymous, all interview recordings or written records are confidential, and the interviewee’s contact information will not be made public. All interviewees are willing to participate in and understand this project, and you can contact the researcher any time if you have any questions in the future.

References: Because this research is aimed at the Chinese market, a lot of Chinese literature will be used. Because of language problems, I may not be able to translate his title and content fully and accurately, so I will temporarily use their Chinese titles and explain them in some documents below. This point will be corrected in subsequent research.

UBS Group: “Price and Revenue”, 2018

In this report, I will use their average working hours from 77 major cities around the world. These data are very helpful for this research. However, since mere data cannot effectively help the research, I will analyze and research the data to further help me study the overtime situation in major cities in China.

The Wall Street Journal: China’s Grueling Formula for Success: 9-9-6, 2017, https://www.wsj.com/articles/long-days-a-staple-at-chinese-tech-firms-1487787775

This document explores the phenomenon of overtime in Chinese companies, how companies sign contracts to circumvent legal regulations, and the attitudes of some practitioners and corporate management when facing overtime behavior. It also involves some social issues. discuss. However, this document only discusses the status quo of overtime culture, and does not make further explorations and propose solutions to this. Therefore, I can conduct analysis and research in my thesis based on the status quo to fill up the gaps in the relevant literature.

Operation: Management and Thinking Behind the “996” Phenomenon, Li Haiyan, 2021

This document analyzes the causes of overtime culture to a certain extent, explores the negative effects of 996, and tries to solve overtime problems from the perspective of human resource management. These are all content that I can learn from. However, due to the short space, there is no comprehensive presentation of the solutions, and the solutions are almost all around the employees to make suggestions, without considering the interests of the enterprise and the management. In my thesis, I will try to balance the needs and difficulties of the two parties, and use human resource management to maximize the satisfaction of the needs of all parties.

Liu Cheng: Looking at current business management from the 996 work system, 2021

This document discusses the shortcomings of overtime culture in depth from the aspects of social influence and social responsibility, and gives detailed solutions. However, there is a lack of data and references to support the opinions and conclusions in the article. Therefore, in my research, I will quote the argument of this document dialectically, and supplement it with useful data and documents to fill up the deficiencies of this article in terms of document citation.

HeJiaHuan: A Study on the Lilemma of the Rcalization of Workers’ Right to Rest and the Guarantee Mechanism, 2020

This document discusses the 996 overtime issue in detail at the level of economic law, which is helpful to my research, but this document focuses too much on the legal level rather than human resource management, so this document will only serve as the original Research references.

Li Xiaotian: The 996.icu Movement in China: Changing Employment Relations and Labour Agency in the Tech Industry, 2019

In this document, the author gives a specific 996 case, and the case leads to a further background introduction. This document has sufficient references and data to assist his argument and explanation, but like most overtime-related documents, it does not give a specific and feasible solution. This reference will be of great help to this research. At the same time, I will analyze and summarize the cases in the literature to propose corresponding solutions to human resource management in overtime behavior.

How managers use culture and controls to impose a ‘996’ work regime in China that constitutes modern slavery, Jenny Jing Wang, 2020

This document discusses the history of overtime culture from a global perspective, provides a lot of useful information and data, and at the same time focuses on the links to China’s overtime culture and historical thinking theory, and provides many very useful cases on this basis. The cases come from different professions, such as white-collar workers, farmers, and workers, so they can draw conclusions better. This document focuses on the background of overtime culture and summarizes why Asian corporate culture has turned work into modern slavery, but its views are too biased and too negative of capitalism. Therefore, this document cannot be used in my research in its entirety.

Sandoval, M. (2013). Foxconned labour as the dark side of the information age: Working conditions at Apple’s contract manufacturers in China. TripleC: Communication, Capitalism & Critique, 11(2), pp. 318-347.

This document starts from a specific case, starting from Apple’s foundry Foxconn, and leads us to discuss labor rights. For the same reason as the previous article, this article will appear in my research as a supporting case.

Peng Jia(2014), Employment and Working Hour Effects of MinimumWage Increase: Evidence from China, China & World Economy / 61–80, Vol. 22, No. 1

This article explores the impact of minimum wage growth on employment and working hours, which is helpful to this research.

Eric BRUNELLE(2013), Leadership and Mobile Working: The Impact of Distance on the Superior-Subordinate

Relationship and the Moderating Effects of Leadership Style, International Journal of Business and Social Science Vol. 4 No. 11

This document studies the impact of mobile work on modern work, and supplements his research with sufficient samples, which is of great help to the pressure caused by remote working on employees under the special circumstances of the epidemic research.

Timetable;

2021.4-2021.5: Find and collect possible documents and materials, plan the structure of the article according to the direction of the selected topic

2021.6-2021.7: Collect as many interviewee cases as possible in the form of online questionnaires, but due to the impact of the epidemic and obstacles caused by different time zones, the collection may continue until mid-July. At the same time, write or write part of the first draft of the paper at this stage.

2021.7 – 2021.8: Integrate the existing materials and cases in hand, supplement and improve the manuscript, and communicate with the instructor in the process to make continuous improvements. Try to make a complete paper at this stage.

2021.8 – 2021.9: Final inspection and repair for this research, focusing on communication with the instructor to complete the final goal.