Cross-Cultural Human Resource Management Challenges in Chinese Construction Enterprises in Bangladesh: Implications for Employee Retention and Performance
Abstract
increasingly depends on their capacity to manage local human resources in culturally diverse environments. Based on a qualitative single-case
study of a large thermal power construction project in southern Bangladesh, this study examines how cross-cultural human resource management practices shape employee retention and operational coordination. Drawing on semi-structured interviews and prolonged participant
observation, three recurring friction points were identified: communication misinterpretation, divergent time orientation, and perceived constraints on local career advancement. These tensions collectively influence the psychological contract perceptions of local engineers, contributing to elevated turnover intentions and coordination inefficiencies. The findings suggest that purely expatriate-centered control structures are
insufficient in the Bangladeshi context, and that developmental localization strategies and culturally responsive HRM practices may enhance
long-term operational sustainability for Chinese multinational enterprises (MNEs).
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DOI: http://dx.doi.org/10.70711/memf.v3i3.8854
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