© 2010 – Routledge
This edited work attempts to ‘make sense’ of recent developments in the field of Human Resource Management in the People’s Republic of China. It attempts to see how the paradoxes and contradictions engendered by contemporary Chinese society are being resolved in the enterprises and workplaces of the Middle Kingdom. The book starts with an overview of the literature, then follows with a selection of micro-oriented, concerned with topics like recruitment and retention, then macro-oriented empirical studies, a number of the latter dealing with strategic as well as performance issues, with last, those comparing sets of societal cultural values. It attempts a synthesis of what has emerged from recent research on the ‘harmonious society’.
These contributions from authors based in universities in eight countries, in Australia, Canada, China, Hong Kong, Japan, Taiwan, United Kingdom and USA, cover a wide range of research on HRM, from the micro- to the macro-. Six of them teach and/or research at campuses on the Mainland. Their empirical, field-based research covers the last half-decade and presents a robust picture of both what practitioners have adopted and how researchers have tried to ‘make sense’ of what they have investigated.
This book was based on a special issue of Intl Journal of Human Resource Management.
1. "Making Sense" of Chinese Human Resource Management: Setting the Scene Malcolm Warner
2. A Critical Review of Human Resource Management Studies (1978-2007) in the People’s Republic of China C. Zheng and D. Lamond
Selected Micro- and Macro- Studies
3. Network-based Recruiting and Applicant Attraction in China: Insights from both Organizational and Individual Perspectives J. Han and J. Han
4. Perceived Human Resource Management Practices and Intention to Leave of Employees: The Mediating Role of Organizational Citizenship Behavior in a Sino-Japanese Joint Venture W. Lam, Z. Chen and N. Takeuchi
5. Employee Tenure and the Nationality of Joint Ventures in China A. Zimmerman, X. Liu and T. Buck
6. The effect of aligning organizational culture and business strategy with HR systems on firm performance in Chinese enterprises I. Chow and S.S. Liu
7. High-Performance Work Systems, Organizational Commitment, and the Role of Demographic Features in the People’s Republic of China K. Qiao, S. Khilji and X. Wang
8. High Performance Work Practices and Firm Performance: Evidence from the Pharmaceutical Industry in the People’s Republic of China Y. Zhang and S. Li
9. Multinational corporations and employment relations in the People’s Republic of China: the case of Beijing Hyundai Motor Company M. Zou and R. D. Lansbury
10. Effects of Inter- and Intra-hierarchy Wage Dispersions on Firm Performance in Chinese Enterprises D. Z. Ding, S. Akhtar and G. L. Ge
Societal Comparative Studies
11. Comparing the Attitudes toward Money, Material Possessions and Savings of Overseas Chinese vis a vis Chinese in China: Convergence, Divergence or Cross-Vergence vis a vis ‘One Size Fits All’ Human Resource Management Policies and Practices. R. L. Tung and C. Baumann
12. Confucian Dynamism, culture and ethical changes in Chinese societies – a comparative study of China, Taiwan, and Hong Kong L-H. Lin and Y-L. Ho