1st Edition

Strategic Human Resource Management in China A Multiple Perspective

By Min Min, Mary Bambacas, Ying Zhu Copyright 2017
    154 Pages 5 B/W Illustrations
    by Routledge

    164 Pages 5 B/W Illustrations
    by Routledge

    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


    Min Min recently graduated from the School of Management at the University of South Australia with a PhD thesis on ‘Mediating mechanisms underlying strategic human resource management and high performance work system in China’. Before undertaking her PhD study, she completed her Bachelor and Master degrees in commerce at Macquarie University and had worked a number of years in Canberra as a professional accountant. Her teaching and research interests include strategic HRM, international HRM and comparative studies of HRM systems among emerging economies.

    Mary Bambacas is Lecturer at the University of South Australia. Her work experience includes both profit and non-profit organizations and associations. She has held senior management positions in the public sector and the non-profit sector, as well as owning and managing a small business. Her interests lie with people management skills and organizational behaviour. Her work has been published in leading international journals including the International Journal of Human Resource Management.

    Ying Zhu is Professor and Director of the Australian Centre for Asian Business at the University of South Australia. He has been working as a business leader as well as an academic leader in China and Australia for more than 30 years. He has published widely in the areas of international HRM, employment relations, labour law and regulations in Asia and economic development in Asia. His most recent authored monographs are Managing Chinese Outward Foreign Direct Investment: From Entry Strategy to Sustainable Development in Australia (Palgrave 2015) with Dr. Charlie Huang, Teacher Management in China: The Transformation of Educational Systems (Routledge 2016) with Dr. Eva Huang and Professor John Benson, Business Leadership Development in China (Routledge 2015) with Dr. Shuang Ren and Professor Robert Wood, Law and Fair Work in China (Routledge 2013) with Professors Sean Cooney and Sarah Biddulph and The Everyday Impact of Economic Reform in China (Routledge 2010) with Professors John Benson and Michael Webber.