This book documents and explains how strategic human resource management (SHRM) and high performance work systems (HPWS) have been adopted among indigenous enterprises, namely state-owned enterprises (SOEs) and domestic private enterprises (DPEs) in China, from both management and employee perspectives.
The book examines the mutual relationships between employees and their supervisors/ managers through social exchange theory. It explains how and why employees develop their perceptions and relationships with their immediate supervisors/managers in the working environment and the consequent effects on their attitudes and behaviour at work.
Given the importance of the Chinese economy in the world, and the impact of its ‘open door’ policy and economic and management reforms, this book will provide valuable insight into China’s SHRM and HPWS.
1. Introduction: Globalization, strategic HRM and China
2. Evolution of SHRM/HPWS and social exchange theory
3. SHRM/HPWS in China and case study profiles
4. Implementation of SHRM/HPWS in SOEs and DPEs
5. The mediating role of trust: Survey results
6. Conclusion: On-going challenges