Globalization is responsible for the increase in the number of international job opportunities. In the last half of the twentieth century, developments in technology and in transportation and communication systems have catalyzed a process of transfer of manpower across borders. This process started in the colonial era, but its significance grew with technological advancement. China is an emerging global power. China is pursuing an aggressive trade policy by seeking bilateral trade agreements with as many countries as possible. In Africa, China is providing grants for infrastructure development and in exchange it takes minerals and agricultural raw materials for its industries. The country is interested in raw materials for its industries and agricultural products for its growing population. As a result, China through its international investment companies runs operations in various continents. The aim of this paper is to explore the international HR strategy of China. In order to do this, there is a need to explore Chinese operations in Zimbabwe as a case study. This will form the basis for examining Chinese policy in Africa and the issues that surround international HR. Further, there is need to examine the effect of these policies both on locals and on expatriate Chinese workers. Review of the Case Zimbabwean workers employed by a Chinese firm in Zimbabwe on a state project complained about bad treatment by their Chinese superiors. The project, a military intelligence academy, was the first major trade agreement between the Chinese and the Zimbabwean government. China offered to build the academy in exchange for Zimbabwe’s mineral wealth. In particular, China wanted a share of Zimbabwean diamonds. The Zimbabwean workers complained that their Chinese superiors abused them physically and psychologically. Physical abuse took the form of beating meted out to errant local workers. On the other hand, taunts and general mistreatment by the Chinese superiors led the Zimbabwean workers to feel psychologically traumatized. These reports were not taken seriously by the Zimbabwean government. It appeared that government officials were reluctant to raise the issues with their Chinese benefactors. That said, the workers were reluctant to let go of the construction jobs they held in the construction project. Unemployment levels in the country were so high that despite the difficult working conditions and low wages the Zimbabwean workers did not consider resigning from then jobs as an option. This case sets the stage for the discussion on the challenges of international HR. The reasons provided for the difficult relations between the Chinese workers and the Zimbabweans included cultural differences, language barrier, and poor remuneration for the work done. Chinese working culture differs significantly from Zimbabwean working culture. The Chinese seem more accustomed to working for many hours in a day, exceeding the normal working hours that Zimbabwean workers expected to be on duty. In the orient, work is a key determinant of a person’s status in society. In Zimbabwe, and much of Africa, status is a function of age and wealth, and not a person’s work ethic. A strong work ethic is not necessarily a source of pride. Rather, if the results of that effort show