Introducing Western-style HRM practices to China: Shopfloor perceptions in a British multinational

Gamble, Jos

doi:10.1016/j.jwb.2006.08.002

Cited by 61 publications

(73 citation statements)

References 28 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…While the research reported on in this study, and two earlier papers on which it builds (Gamble 2003(Gamble , 2006b), provides support for some of these findings, in other respects they diverge. In particular, the UK MNC in question did transfer many of its parent country practices and local employees observed significant differences in its approach to HRM compared to local competitors.…”

Section: Transfer Over Time In the Literaturesupporting

confidence: 60%

The transfer of organizational practices: a diachronic perspective from China

Gamble

Huang

2009

The International Journal of Human Resource Management

Self Cite

View full text Add to dashboard Cite

Section: Transfer Over Time In the Literaturesupporting

confidence: 60%

The transfer of organizational practices: a diachronic perspective from China

Gamble

Huang

2009

The International Journal of Human Resource Management

Self Cite

View full text Add to dashboard Cite

Section: Organisational Ownership and The Retail Industrymentioning

confidence: 99%

“…A few studies indicate that FIE employees feel more involved in decision making, more satisfied with their jobs and perceive them to be more demanding than those experienced by their SOE counterparts (Gamble, 2003(Gamble, , 2006Huang & Gamble, 2011). For instance, Gamble (2003Gamble ( , 2006 tracked the organisational practices and employees' experience of them in a British multinational retailer in China over several years. This FIE had relatively open and consultative practices, including a comparatively flat hierarchy and mechanisms whereby managers actively sought workers' opinions and were responsive to employee feedback.…”

Section: Organisational Ownership and The Retail Industrymentioning

confidence: 99%

“…It can be anticipated that such distinctive differences between SOEs and FIEs would create correspondingly different work dynamics that may affect employees' job satisfaction. For example, studies report low levels of employee involvement in SOEs and little upward or downward communication between employees and managers (Gamble, 2003(Gamble, , 2006Lu et al, 2009). A handful of studies compare Chinese employees' job satisfaction across different organisational ownerships.…”

Section: Joint Effects Of Challenge-related Stressors Employee Involmentioning

confidence: 99%

“…Empirically, studies highlight correspondingly significant differences in terms of HRM, organisational culture and individual attitudes and Page 6 of 41 behaviours between different ownerships (e.g. Braun & Warner, 2002;Gamble, 2006;Gamble & Huang, 2008;Jin, Fosh, & Chen, 2012;Zhu, Cooper, De Cieri, & Dowling, 2005).Our decision to focus on two ownership types, SOEs and FIEs, reflects their distinctive and differing characteristics (Peng, 2003;Peng et al, 2004;Xu et al, 2014). SOEs tend to be large and complex and have access to nationally controlled economic resources, such as capital (Wei & Lau, 2008).…”

mentioning

confidence: 99%

See 2 more Smart Citations

Challenged and satisfied: the role of organisational ownership and employee involvement

Tian

Gamble

2016

The International Journal of Human Resource Management

Self Cite

View full text Add to dashboard Cite

This study aims to offer a more fine-grained approach to our understanding of the relationship between job stress and job satisfaction. Building on organisational theory and Karasek's (1979) Job Demand-Control model, we investigated an important institutional characteristicorganisational ownership -as an additional moderator to influence the interactive effects of job demands and control upon job satisfaction. Using data collected from 1,838 Chinese retail sector employees China, we found that this three-way interaction was strongest for employees working in foreign-invested firms, who experienced higher employee involvement at work and perceived a high level of challenge-related stress. The relationship was weakest for employees in state-owned enterprises who reported low levels of both employee involvement and challenge-related stress. Our study constitutes an early attempt to assess the impact of institutional characteristics such as ownership on aspects of human resources management, and highlights the need for further research to recognize the importance of such characteristics as contextual factors that influence the effect of organisational practices and the work environment upon individual work-related outcomes. The paper's concluding sections elaborate on the contributions our research makes both to theory as well as to the practicalities faced by human resource managers in contexts such as China. IntroductionConsiderable attention has been devoted to the study of workplace stress and job satisfaction; topics of major concern to both human resource (HR) researchers and practitioners. Karasek's (1979) seminal Job Demand-Control (JDC) model has served as a key theoretical basis to explain the effects that work demands have on job satisfaction (Häusser, Mojzisch, Niesel, & Schulz-Hardt, 2010;Podsakoff, LePine, & LePine, 2007). In the JDC model, work demands are viewed as stressors, while control is seen as a moderator of stress. The model hypothesises that jobs characterised by high demands and low control threaten individuals' mental and physical well-being, while those that combine high demands with high control positively affect these dimensions (Karasek, 1979). Furthermore, Karasek maintains that the interaction between demands and control should be more predictive than the additive effects of high demands and low control upon employees' well-being, including job satisfaction.Yet, while empirical studies have provided consistent support to the direct effects of job demands and control upon job satisfaction (for example, see meta-analyses by LePine, Podsakoff, & LePine, 2005;Podsakoff et al., 2007), the suggested interactive effect of job demands and control upon job satisfaction (Karasek, 1979), has received limited and even contradictory support (Häusser et al., 2010). While some research supports the buffering hypothesis, which suggests that high levels of job control or social support can buffer against the negative effect of a demanding job (Brown, Pitt-Catsouphes, McNamara, & Besen, 2014;...

show abstract

Quality and cost? The evolution of Walmart's business strategy and human resource policies and practices in China and their impact (1996–2017)

Xie

Cooke

2018

Human Resource Management

View full text Add to dashboard Cite

This study responds to calls for more in-depth and qualitative studies, the return to a focus on external factors, and the inclusion of business strategy and industrial relations in human resource management (HRM) research, as well as more research in the retail sector in the Chinese context. We examine the coevolution of the business strategy and HR strategy of Walmart (China) in the last two decades and identify tensions in the context of intensifying competition in the Chinese retail market. We highlight the interactive effect of business and HR strategies through a historical lens. Our study reveals a shift from the original employee-oriented win-win strategy through rent sharing between the firm and the employees to a win-lose strategy through the introduction of more cost conscious HR policies and practices. Findings of our study challenge the conventional wisdom that firms adopt either the cost or quality strategy and, along with it, the suggestion of matching the quality strategy with employee-oriented HR policies and practices, and cost leadership with a transactional approach to HRM. We argue a cost and quality business strategy may be adopted, which requires the support of employee-oriented, rather than cost-oriented, HR policies and practices. K E Y W O R D Sbusiness strategy-HR strategy fit, China, industrial relations, multinational corporations, strategic human resource management, Walmart

show abstract

Introducing Western-style HRM practices to China: Shopfloor perceptions in a British multinational

Cited by 61 publications

References 28 publications

The transfer of organizational practices: a diachronic perspective from China

The transfer of organizational practices: a diachronic perspective from China

Challenged and satisfied: the role of organisational ownership and employee involvement

Quality and cost? The evolution of Walmart's business strategy and human resource policies and practices in China and their impact (1996–2017)

Contact Info

Product

Resources

About