Strategic Human Resource Management in China: East Meets West

Liang, Xiaofeng; Marler, Janet H.; Cui, Zhiyu

doi:10.5465/amp.2012.0039

Cited by 57 publications

(40 citation statements)

References 44 publications

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“…Extensive reviews of the link between HPWs and organisational performance in the Chinese context (e.g. Liang, Marler and Cui ) have payed limited or no attention to the role of trade unions. This is equally the case for research which has explored the relationship between HPWS and employee outcomes (e.g.…”

Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

Towards better work in China: mapping the relationships between high‐performance work systems, trade unions, and employee well‐being

Yang

Nawakitphaitoon

Huang

et al. 2018

Asia Pac J Human Res

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Human resource management (HRM) is a major mechanism to realise decent work and achieve employee well‐being in China. Key questions concern how and when HRM is mutually beneficial for employers and employees, particularly how well HRM works with trade unions in achieving decent work. This study examines the effect of high‐performance work systems and trade unions on employee engagement, paying particular attention to the role of industrial relations (IR) climate in facilitating this relationship. Hypotheses were tested via unique cross‐sectional survey data from a large employer–employee matched dataset collected from 264 manufacturing firms and 6921 workers in China. The findings highlight that HPWS are a key mechanism for realising decent work. We also find positive evidence for the mutual gains of decent work illustrating the combined impact of HPWS and trade unions in achieving higher levels of employee engagement. Notably, a co‐operative (as opposed to adversarial) IR climate is seen to reinforce this relationship, indicating the significance of the quality of relationships among management, employees, and unions in shaping employee outcomes. Overall, these findings advance understanding of the realisation of decent work and ‘mutual gains’ in a Chinese context.

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Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

Towards better work in China: mapping the relationships between high‐performance work systems, trade unions, and employee well‐being

Yang

Nawakitphaitoon

Huang

et al. 2018

Asia Pac J Human Res

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“…As a consequence, China represents an opportunity for researchers to examine the contingent effect of external environmental change on firm-level choice of human resource management (HRM) practices [12].…”

Section: Hrm Practices In Chinamentioning

confidence: 99%

Human Resource Management Practices in China a UAE-A Comparison

Shayah¹,

Sun²

2018

Proceedings of the 4th Annual International Conference on Management, Economics and Social Development (ICMESD 2018)

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Abstract. With the development of globalization and the high demands of the dynamically changing environment, HR managers must meet the required needs for guiding effective employment, deployment, and development of an organization's human resources in the different countries. This paper specifically examines the HRM practices in China and the UAE by reviewing various HRM practices including recruitment & selection, and training. The main aim of the research is to compare HRM practices adopted by organizations in China and the UAE in order to identify the differences, similarities and the future trends.

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“…As a result of economic reforms and the open-door policy, some remarkable changes have taken place in the Chinese economy, including rapid marketization, the growth of foreign direct investment and private firms, the development of a national competitive external labor market, and the enforcement of a new employment law. These changes in external environment influence firm-level choice of HRM policy and practices (Liang et al, 2012). In managing their workforce, many state-owned enterprises have changed their traditional practices (such as life-long employment, extensive social welfare, and personnel administration) to market-oriented practices (such as employment contracts and performance-based compensation) (Kim et al, 2010;Ngo et al, 2008).…”

Section: Introductionmentioning

confidence: 98%

Linking HRM competency to firm performance: an empirical investigation of Chinese firms

Ngo

Jiang

Loi³

2014

Personnel Review

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2014),"The mediating influence of career success in relationship between career mobility criteria, career anchors and satisfaction with organization", Personnel Review, Vol. 43 Iss 6 pp. 818-844 http://dx.If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to attempt to investigate the relationship between human resource management (HRM) competency and firm performance. Drawn upon the resource-based view and alignment theory, HRM competency is expected to be related to the adoption of high performance work systems (HPWS) and the achievement of external fit in HRM, which in turn contribute to firm performance. Design/methodology/approach -The data for this study were collected via a survey of in 157 Chinese enterprises located in the high technology development zone of three large cities. Two different respondents from each firm provided information about organizational characteristics, HRM policy and practices, and firm performance. Multiple regressions were used to test the hypotheses. Findings -Results indicate that HRM competency has a significant and positive effect on firm performance. Such an effect is found to be mediated by the achievement of external fit, but not the adoption of HPWS. Research limitations/implications -Limitations of the study include cross-sectional data, perceptual measure of firm performance, omission of external variables, and restricted sample. This study highlights the importance of HRM competency in strategic HRM, and provides evidence about how this construct is linked to firm performance. Originality/value -This is the first study that explores the effect of HRM competency on the adoption of HPWS and the achievement of external fit. It further reveals that the achievement of external fit mediates the relationship between HRM competency and firm performance, and hence contributes to the HRM literature. IntroductionA basic premise of the strategic human resource management (SHRM) research is that when a firm's human resource (HR) practices are consistent with each other and with the competitive strategy, its efficiency and performance would be enhanced (Huselid, 1995;Wright and McMahan, 1992). Most of the previous studies have focussed on the design of an eff...

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Strategic Human Resource Management in China: East Meets West

Cited by 57 publications

References 44 publications

Towards better work in China: mapping the relationships between high‐performance work systems, trade unions, and employee well‐being

Towards better work in China: mapping the relationships between high‐performance work systems, trade unions, and employee well‐being

Human Resource Management Practices in China a UAE-A Comparison

Linking HRM competency to firm performance: an empirical investigation of Chinese firms

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