This edited volume first considers the economic background of the recent changes in HRM in the People's Republic of China from 1978 to the present day, exploring the change from a command economy to a more market-led one. It then goes on to look at the demise of so-called 'iron rice bowl' policy once dominated by a Soviet-inspired Personnel Management model to one now characterized by possibly Japanese, as well as Western-influenced HRM, albeit with what are widely described as 'Chinese characteristics'. Finally, it concludes with a comparative analysis of the contributions in the book on China vis-a-vis an appraisal of these with the national HRM systems of Japan and South Korea.
This volume was previously published as a special issue of the International Journal of Human Resource Management.
1. Introduction 2. An Empirical Test of the Model on Managing the Localisation of Human Resources in the People's Republic of China 3. Observations on Organizational Commitment of Chinese Employees 4. A Comparative Analysis of Performance Assessment 5. Key Factors Influencing HRM Practices of Overseas Subsidiaries in China's Transition Economy 6. Towards an Integrative Framework on Strategic International Human Resource Control 7. Effective Japanese Leadership in China 8. A comparative Study of Organisational Context Factors for Managerial Career Progress 9. Nationality, Social Network and Psychological Well-being 10. Psychological Barriers to Adjustment of Western Business Expatriates in China 11. Recruitment and Selection in Chinese MNEs 12. Evolution of Organizational Governance and Human Resource Management in China's Township and Village Enterprise 13. Marketization and Social Protection Reform 14. Training and Enterprise Performance in Transition 15. Public Sector Pay in China 1949-2001 16. Towards an Asian Model of Human Resource Management?