When in China … The HRM practices of Chinese and foreign-owned enterprises during a global crisis

Jaussaud, Jacques; Liu, Xueming

doi:10.1080/13602381.2010.546643

Cited by 21 publications

(18 citation statements)

References 19 publications

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“…These highly educated employees are more receptive to the Western-style HRM (Kim & Gao, 2010). Furthermore, there is the emergence of HRM as a profession, with the promotion of HRM professionals' networks and the introduction of international consulting firms promoting Western HRM practices (Björkman, 2002;Jaussaud & Liu, 2011). These normative factors are growing the technical and managerial skills of junior and middle managers.…”

Section: Guiding Theoretical Framework New Institutionalismmentioning

confidence: 97%

“…3179 -3180) argue that SOEs and foreign firms are under similar external pressure, but because of the 'inherited [inheritance] from the historical context of the planned socialist economy and institutions like a hierarchical structure, SOEs are more deeply embedded in the traditional institutional environment.' As a result, HRM practices have been implemented possibly more thoroughly in MNCs; while foreign firms use more formalized and transparent bonus systems, Chinese firms' systems are much less transparent with supervisors having stronger levels of personal influence (Jaussaud & Liu, 2011). Wang et al (2007) have aptly summarized the current context.…”

Section: Guiding Theoretical Framework New Institutionalismmentioning

confidence: 97%

“…Björkman (2002), for instance, highlights the growing acceptance of MNCs' performance appraisal systems and performance-based compensation as some of the control HR practices being adopted by Chinese firms. Jaussaud and Liu (2011) assert that the introduction of the new labor contract law in 2008 allows both foreign firms and Chinese firms to have greater control over and choice in their HRM practices. For Chinese firms, changes like this might further increase pressures to adopt the formalized and controlled-oriented processes and policies of their international rivals (McKenna et al, 2010).…”

Section: Guiding Theoretical Framework New Institutionalismmentioning

confidence: 98%

“…The International Journal of Human Resource Management 5 great attention to motivational techniques that involve transparent, open and fair remuneration practices, employee development, and creating a warm and friendly atmosphere (Jaussaud & Liu, 2011). In contrast, Chinese domestic firms are perceived to be lacking in HR knowledge and expertise in management.…”

Section: Hrm Practices and Organizational Formsmentioning

confidence: 99%

“…Market-driven reforms, changes to employee mobility advanced by the 2008 Labor Contract Law and related developments are promoting changes in HRM practices. MNCs have today more flexibility to introduce HRM innovations and practices from their home country into their Chinese subsidiaries, and, increasingly, Chinese firms are also under pressure to take up opportunities for changes to their HRM practices (McKenna, Richardson, Singh, & Xu, 2010), as Chinese authorities expect and explicitly support management innovations (Jaussaud & Liu, 2011).…”

Section: Guiding Theoretical Framework New Institutionalismmentioning

confidence: 99%

See 4 more Smart Citations

Control and commitment HR practices, job satisfaction and turnover intentions: a comparison between local and multinational firms in China

Silva

Callan

et al. 2015

The International Journal of Human Resource Management

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There is a growing body of literature and debate around control versus commitment human resource management (HRM) systems and their impacts on employees. However, the impacts of these constructs have not been widely examined in more emerging economies. Taking a specific sample of educated professionals working for multinational and local firms in China, this study investigated employee perceptions of control and commitment HR practices, job satisfaction and turnover intentions. A total of 311 respondents completed a structured survey questionnaire. Results revealed that those working for multinational firms reported more positive perceptions of their employers' control and commitment HR practices. In multinational firms, the use of commitment HR practices predicted lower intentions to leave. However, in domestic firms a lack of control HR practices predicted higher turnover intentions. Theoretically, the study adds to discussions about the nature and roles of these constructs, their impacts on HR outcomes and how institutional mechanisms might shape the degree of HRM homogeneity and hybridity across organizations in China. Practically, the study provides guidance to international and local firms on how to improve their HRM effectiveness to achieve a higher retention of their most talented professionals.

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Section: Guiding Theoretical Framework New Institutionalismmentioning

confidence: 97%

Section: Guiding Theoretical Framework New Institutionalismmentioning

confidence: 97%

Section: Guiding Theoretical Framework New Institutionalismmentioning

confidence: 98%

Section: Hrm Practices and Organizational Formsmentioning

confidence: 99%

Section: Guiding Theoretical Framework New Institutionalismmentioning

confidence: 99%

See 3 more Smart Citations

Control and commitment HR practices, job satisfaction and turnover intentions: a comparison between local and multinational firms in China

Silva

Callan

et al. 2015

The International Journal of Human Resource Management

View full text Add to dashboard Cite

show abstract

Human resource management and industrial relations in multinational corporations in and from China: Challenges and new insights

Cooke

Liu

et al. 2019

Human Resource Management

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The purpose of this article is to provide an overview on the state of research in the field in human resource management (HRM) issues in multinational corporations (MNCs) in and from China. We integrate previous studies from multiple disciplines to articulate the contextual importance of research on this topic, and suggest overarching themes to expand the field of research. HRM research in the intercultural, interinstitutional context of MNCs in and from China has the potential to provide contextualized insights for longstanding debates in the field such as HRM standardization versus localization and convergence versus divergence and contextual factors behind these patterns. To this end, we call for future research to center on the changing cultural, institutional, technological, and globalization context in understanding HRM and industrial relations issues in these MNCs. Practically, knowledge in this area can help global managers and top management teams in multinational organizations navigate various context complexity, foster more productive coordination and cooperation across borders, and gain legitimacy and MNCs in and from China additional competitive edge in the global marketplace.

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Emotional Labor and Emotional Intelligence on Job Performance: Comparison of Public and Private Organizations in China

Silva²,

Trigo³

et al. 2022

Global Encyclopedia of Public Administration, Public Policy, and Governance

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When in China … The HRM practices of Chinese and foreign-owned enterprises during a global crisis

Cited by 21 publications

References 19 publications

Control and commitment HR practices, job satisfaction and turnover intentions: a comparison between local and multinational firms in China

Control and commitment HR practices, job satisfaction and turnover intentions: a comparison between local and multinational firms in China

Human resource management and industrial relations in multinational corporations in and from China: Challenges and new insights

Emotional Labor and Emotional Intelligence on Job Performance: Comparison of Public and Private Organizations in China

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