This book takes a strategic approach and provides a comprehensive review of books and papers about human resource management (HRM) and labor relations management in China, especially since China’s accession to the World Trade Organization (WTO) in 2001.
In particular, the book evaluates the development of HRM under China’s changing institutional environment, particularly since President Xi Jinping has taken dominant control of the Chinese Community Party (CCP) from 2010 onwards. The book provides a historical snapshot of how HRM has been rooted in China and its rhetorical impact on China’s national economic development, continuing enterprise reform, and sustaining individual creativity and innovation. It discusses and analyzes HRM and spirituality in the context of a rising aspiration of achieving the ‘Chinese Dream’ as conceptualized by President Xi Jinping.
Table of Contents
1. Development of Strategic HRM in China: An Overview 2. Review Method and Theoretical Framework for Evaluation 3. National Economic Growth and Strategic HRM 4. Enterprise Reform and Strategic HRM 5. Individual Creativity, Firm Innovation and HRM 6. Strategic HRM, Labor Relations and Human Rights 7. Managing Labor Relations in China 8. Enterprise Culture, Spirituality and "Chinese Dream" 9. HRM towards the Realization of "Chinese Dream" 10. Future Development of HRM and Labor Management in China
Connie Zheng is Senior Lecturer in Human Resource Management at Deakin University, Australia.
'This book addresses a pressing issue: understanding labor relations and human resource management not from a universalistic perspective, but by closely relating these areas of practice to the national context of China. Building from a historical perspective, the book explains the nature of the employment relationship and how this is managed based on Chinese values and institutions. Moreover, we see how this has developed with the increasing influence of investments by foreign-owned firms in China. Overall, the picture is one of a series of economic and labor market reforms and changing cultural values that are instigating change at organization level in the employment relationship.' — Elaine Farndale, Associate Professor, School of Labor and Employment Relations, Pennsylvania State University