Leader–member exchange and industrial relations climate: mediating of participatory management in <scp>C</scp>hina

Cheung, Millissa F.Y.; Wei, Wu

doi:10.1111/j.1744-7941.2012.00050.x

Cited by 9 publications

(6 citation statements)

References 95 publications

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“…In the context of China, LMX has been studied to predict the industrial relations climate (Cheung and Wu ). In our research, we expect that employee perceptions of the formal and informal forms of DM that they experience will affect their attitudes to, and relationship with, their line managers.…”

Section: Development Of Hypothesesmentioning

confidence: 99%

Can ‘democratic management’ improve labour relations in market-driven China?

Huang

Weng

2016

Asia Pacific Journal of Human Resources

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Democratic management is a notion of worker democracy unique to China. It has been revived and extended legislatively to enterprises of all types in the past decade. Can democratic management bring about mutually beneficial labour relations in China? Drawing on social exchange theory, this study uses mixed methods to explore employees' current experience and the outcomes of democratic management in Chinese coal-mining firms. An employee survey reports a positive relationship between employees' perceived efficacy of democratic management and wider organizational commitment. It suggests that democratic management has the potential value of creating a harmonious labour relationship. However, the success of such management is subject primarily to the commitment of top managers. The triality of motives for top management to conduct democratic management may undermine employees' organizational commitment when employees perceive that top managers are more committed to an exchange relationship with the higher authorities than one with employees. Key points1 Democratic management has the potential to bring about mutually beneficial labour relations in Chinese companies. 2 To build a harmonious labour relationship, democratic management should focus on the exchange relationship between the organization and the workers. 3 To increase employee satisfaction with HR practices and their commitment, companies should incorporate democratic management into their organizational decision-making processes rather than treating it as a 'rubber stamp' .

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Section: Development Of Hypothesesmentioning

confidence: 99%

Can ‘democratic management’ improve labour relations in market-driven China?

Huang

Weng

2016

Asia Pacific Journal of Human Resources

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“…As well, Bacon, Blyton and Dastmalchian (2005) found associations between positive IR climate and collaborative practices between union and management when introducing organizational changes. More recently, Cheung & Wu (2014) examined labor climate in the context of leadermember exchange and participatory management. This latter study is but one example of the expansion of IR climate research across the globe.…”

Section: Discussionmentioning

confidence: 99%

Peering Inside the “Black Box”: The Impact of Management-Side Representatives on the Industrial Relations Climate of Organizations

Campbell

Weststar

2019

Labor Studies Journal

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The labor climate of an organization can have a great impact on productivity and efficiency. Managing this climate is often left to union stewards and management-side labor relations representatives. While there is a large literature on the role of union stewards, little is written about the role that management-side labor relations representatives play in establishing or maintaining positive labor-management relations. Building from a series of interviews with labor relations representatives in Canada and a nationwide pilot study of frontline industrial relations workers, we model the role of the labor relations representatives and their specific job actions in the established model of labor climate. Considering personal, structural, and attitudinal antecedents and measures of individual effectiveness, the study reveals that flexibility and informality matter more than formal education in industrial relations for creating positive labor climate. The study results indicate that labor relations representatives have the potential to play an important role in maintaining positive labor climate, if given more opportunity to take a proactive approach.

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“…Collins and Smith (2006) found that social climates of trust were related to a firm's capability to exchange and combine knowledge. Cheung and Wu (2014) showed that high-quality leader-member exchange based on trust, coupled with participatory management, leads to greater openness among Chinese workers. Chan (2014) also demonstrated that moral leadership had a direct effect on employee voice in Chinese workers.…”

Section: Trust and Participationmentioning

confidence: 98%

Reassessing the role of Chinese workers in problem solving: a study of transformational leadership, trust and security in ‘lean’ manufacturing

Nahm

Wyland

et al. 2014

Asia Pacific Business Review

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In this paper, we study leadership style and organizational culture, elements that, we argue, are conducive for Chinese shop-floor employees to participate in problem solving in 'lean' manufacturing. Power distance and the concern for saving face potentially hinder employees' willingness to participate in such problem solving, but our findings support the notion that transformational leadership helps to overcome these barriers. The relationships are not straightforward, however, and by examining the complexities, this research may provide insights into this dilemma.

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Leader–member exchange and industrial relations climate: mediating of participatory management in China

Cited by 9 publications

References 95 publications

Can ‘democratic management’ improve labour relations in market-driven China?

Can ‘democratic management’ improve labour relations in market-driven China?

Peering Inside the “Black Box”: The Impact of Management-Side Representatives on the Industrial Relations Climate of Organizations

Reassessing the role of Chinese workers in problem solving: a study of transformational leadership, trust and security in ‘lean’ manufacturing

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