Paternalistic Human Resource Practices: Their Emergence and Characteristics

Lee, Hyo-Soo

doi:10.1080/00213624.2001.11506417

Cited by 15 publications

(22 citation statements)

References 18 publications

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“…The International Journal of Human Resource Management 3967 motivation, while the authoritarian dimension pursues dependency and compliance through unilateral or arbitrary management (Farh and Cheng 2000;Lee 2001). By adapting Rousseau's (1989) concept of transactional psychological contracts, this study identifies market-oriented HRM as transactional HRM.…”

Section: A New Typology Of Hrm Styles and Research Questionsmentioning

confidence: 94%

Paternalistic and transactional HRM: the nature and transformation of HRM in contemporary China

Zhu

Zhang

Shen

2012

The International Journal of Human Resource Management

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Drawing on institutionalism and path dependency theory, this paper provides a conceptual framework to identify and explain the nature and transformation of Chinese human resource management (HRM). The framework is applied to case studies of three enterprises that are either state-owned or state-controlled. The paper groups HRM in contemporary China into three categories: Paternalistic; Transactional; and Differentiated with the last one involving a mix of paternalistic and transactional HRM policies and practices. The paper argues that, as China's economy has evolved from paternalistic socialism to market socialism in recent decades, Chinese HRM has responded, moving along the continuum from paternalistic to transactional HRM. The case studies reveal the impact on HRM practice of both the legacy of paternalistic socialism and three decades of marketization. The case study evidence clearly indicates that paternalistic HRM, common in state-owned enterprises in the pre-reform era, has evolved towards either transactional or diffe\rentiated HRM. Among the changes in HRM practice is a decline in the welfare benefits and employment security of workers, the former 'masters of society'.

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Section: A New Typology Of Hrm Styles and Research Questionsmentioning

confidence: 94%

Paternalistic and transactional HRM: the nature and transformation of HRM in contemporary China

Zhu

Zhang

Shen

2012

The International Journal of Human Resource Management

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“…In paternalistic human resource management (HRM), the paternal figure (employer or manager) considers employees and takes the employees' rights and feelings into account, while providing support and protection to those under his or her care. In return for this support and protection, subordinates show loyalty, deference, compliance, and cooperation (Aycan, 2001;Lee, 2001). More specifically, paternal figures act like parents, care about employees' private problems, and "take a personal interest in workers' off-the-job lives and personal problems and attempt to promote workers' personal welfare and help them achieve personal goals" (Fikret-Pasa et al, 2001: 561).…”

Section: Paternalistic Leadershipmentioning

confidence: 99%

“…More specifically, paternal figures act like parents, care about employees' private problems, and "take a personal interest in workers' off-the-job lives and personal problems and attempt to promote workers' personal welfare and help them achieve personal goals" (Fikret-Pasa et al, 2001: 561). Lee (2001) studied paternalistic HR practices in Korea and argued that paternalistic HRM lacks rationality, since it depends on non-institutional and informal personal ties and there is managerial autonomy with respect to hiring, staffing, and training, which may imply that paternalism is negatively related to the opportunity perceptions of employees. However, this style is perceived more positively in paternalistic cultures like Turkey (Aycan, 2001;Dilber, 1967;Kabasakal & Bodur, 2002), and it has positive many effects as well.…”

Section: Paternalistic Leadershipmentioning

confidence: 99%

“…However, this style is perceived more positively in paternalistic cultures like Turkey (Aycan, 2001;Dilber, 1967;Kabasakal & Bodur, 2002), and it has positive many effects as well. Since paternal leaders provide support and protection to those under their care (Aycan, 2001;Lee, 2001), "attempt to promote workers' personal welfare and help them achieve personal goals" (Fikret-Pasa et al, 2001: 561), and focus on their subordinates' overall welfare, in both off-the-job and work domains (Pellegrini et al, 2010), it is estimated that employees will perceive there to be greater opportunities for promotion, development, continual challenge, and recognition. Thus, it is hypothesized that: Hypothesis 2a: Paternalistic leadership is positively related to promotion opportunity.…”

Section: Paternalistic Leadershipmentioning

confidence: 99%

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Antecedents of Opportunity at Work: Evidence from White-Collar Employees in Turkey

Cicekli¹,

Kabasakal²

2016

berj

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Opportunities provided to employees at work facilitate important organizational outcomes. Although opportunity at work is a significant topic of research, antecedents of opportunity are under-explored. The study aims to analyze the relationships between opportunity at work and possible antecedents of opportunity, i.e. different types of leadership and high performance work practices. For this purpose, factor analyses and hierarchical multiple regression analyses are carried out using data from 550 white-collar employees. The results of analyses show that opportunity at work is explained with reference to three factors: Promotion, development, and recognition opportunities. Transactional, transformational, and participative leadership create at least one type of opportunity for employees. High performance work practices (HPWPs) predict development and promotion opportunity for employees working in different industries. The study fills a gap in the literature by exploring antecedents of opportunity at work, with important implications for both research and practice. Managers are advised to adopt the characteristics of transactional, transformational, and participative leadership in order to create opportunities for their subordinates. Moreover, organizations are recommended to employ HPWPs to create opportunities for their employees.

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“…A high degree of paternalism, from a human resources perspective, is a part of a company philosophy based on concern for employee needs and cooperation. The paternalistic approach is an attribute of relationship-motivated rather than task-motivated leadership (Lee, 2001). The same approach, applied to cross-organizational relationships, results in non-formalized, nonhierarchical IORs that are inherent in symbiotic networks (Culpan and Kucukemiroglu, 1993).…”

Section: Management Style Dimensions and Symbiotic Networkingmentioning

confidence: 99%

SME Internationalization in Emerging Markets: Symbiotic vs. Commensal Pathways

Mikhailitchenko

Varshney

2016

JMBCEM

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Purpose -The purpose of this research is to develop, test, and validate the symbiotic networking concept of SMEs internationalization pathways. Design/Methodology/Approach -Survey data were collected from managers/owners of SMEs operating in the textile industry in China and Russia. The applied data analysis technique employed is structural equation modeling. The survey was pretested to address reliability, validity, and cross-cultural stability issues. Findings -The symbiotic networking relationships in SMEs were shown to be positively related to their degree of internationalization. The relationship between networking and internationalization is significantly stronger in the conditions of high rather than low environmental turbulence. Research Limitations/Implications -Further research should validate the findings in other industries and other countries. Future research may also include in the model other cultural, attitudinal, environmental, and managerial variables, as well as other dependent variables, first of all from consumer behavior and marketing communications fields. Practical Implications -The findings may assist in identifying networking clusters of SMEs in emerging economies that are more likely to enter foreign markets and develop more targeted support and educational programs aimed at facilitating the internationalization of small businesses. The research results also assist in the elaboration of managerial tools in multinational entrepreneurial businesses. Originality/Value -The research contributes to the field by empirically investigating, testing, and putting into a unified framework the measurement tools required for identifying the symbiotic networking interactions of SMEs and the influence of these interactions on SME internationalization pathways.JEL classification: C300, F230, M160, P200, O430

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Paternalistic Human Resource Practices: Their Emergence and Characteristics

Cited by 15 publications

References 18 publications

Paternalistic and transactional HRM: the nature and transformation of HRM in contemporary China

Paternalistic and transactional HRM: the nature and transformation of HRM in contemporary China

Antecedents of Opportunity at Work: Evidence from White-Collar Employees in Turkey

SME Internationalization in Emerging Markets: Symbiotic vs. Commensal Pathways

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