Chinese Management Studies

The strategic role of HR in MNC subsidiaries in China between 1999 and 2006 : Table of Contents

Jennie Sumelius, Adam Smale, Ingmar Björkman — Sat Oct 24 08:00:20 BST 2009

Abstract:
Purpose – The purpose of this paper is to examine the factors that have influenced the strategic role of the HR department in Western MNC subsidiaries in China between 1999 and 2006. Design/methodology/approach – The study is based on two sets of quantitative questionnaire data collected in 142 subsidiaries in 1999 and 2006. Qualitative interview data from 2006 are also used to shed light on the findings of the quantitative analysis. Findings – The results indicate that the role of the HR department was more strategic in 2006 than in 1999. Furthermore, subsidiary size and the size of the HR department were positively associated with the strategic role of the HR department. Originality/value – The study contributes to the literature on HRM in MNCs by examining the role of the HR department, which has received surprisingly little attention in previous research, especially the role of the HR department, in foreign MNC subsidiaries. The study also responds to calls for more empirical research examining the development of HRM in China over time.

A Chinese style of HRM: exploring the ancient texts : Table of Contents

Connie Zheng, David Lamond — Sat Oct 24 08:00:20 BST 2009

Abstract:
Purpose – The purpose of this paper is to explore the relevant sayings and stories of the ancient Chinese sages in relation to the style of Chinese human resource management (HRM). Design/methodology/approach – Related texts generated from the quotations and stories from four Chinese sages, Guanzi, Hanfeizi, Xunzi and Yanzi, were translated and analyzed and their thinking regarding ruling the state and managing the people was discussed in line with the thoughts from the mainstream and modern Western management gurus such as Warren Bennis, Peter Drucker, Mary Parker Follett, Douglas McGregor, Rosabeth Moss Kanter, Elton Mayo and Jeffrey Pfeffer. Findings – It was found that there were striking similarities in thoughts and call for actions to address key issues in HRM by both old and contemporary, east and west thinkers across 2,500 years. The main concerns are to select the right leaders and managers and recruit the right people; create attractive organisational culture and environments that promote a participative management approach to encourage, empower and engage employees to achieve desirable outcomes; uphold the people-centred management principles; and focus on designing reward schemes that emphasise service and contribution instead of position and profits. Originality/value – There is much to be learned from the past to address the present people management issues among modern organisations both inside China and perhaps from other parts of the world. It was as difficult to take seriously the principles-based ruling and management approaches in ancient times as it is today. However, if these principles had been put into practice, the world would have had fewer of the corporate corruption scandals and less of the mischievous behaviour in the state that are manifested in today's society, but more productive population, effective organisations, ethical governments and harmonious environment; hence less global human suffering.

Management by values: A theoretical proposal for strategic human resource management in China : Table of Contents

Yingying Zhang, Simon Dolan, Yu Zhou — Sat Oct 24 08:00:20 BST 2009

Abstract:
Purpose – The purpose of this paper is to integrate cultural value management into the high level of human resource management to propose a new direction of strategic human resource management (SHRM) development through management by the values (MBV) concept. Design/methodology/approach – The paper proposes an integrative MBV SHRM model for Chinese management, incorporating Neo-Confucian values for responsible, pragmatic and humanistic management, as well as two dynamic SHRM elements: leadership and learning. First SHRM in China is described; then the MBV concept and model are introduced. At that point, the evolution of cultural studies and Chinese Neo-Confucianism is introduced before proposing an integrative MBV SHRM model for Chinese management. Findings – Instead of the economic approach most often adopted by SHRM researchers, a harmonious managerial approach is argued for, based on the MBV triaxial model: ethical, economic, and emotional values, to orient the operations of the organisation. Originality/value – This integration of three angles in values, management, and performance is novel in the field of SHRM. It not only contributes to the further development of the field, but also implies healthier and more sustainable practices in management, both in China and in the rest of the world.

Job satisfaction and turnover in the Chinese retail industry : Table of Contents

Wei (Amy) Tian-Foreman — Sat Oct 24 08:00:20 BST 2009

Abstract:
Purpose – The purpose of this paper is to investigate employee turnover in a leading Chinese retail organisation, where high turnover rates are recognised as being a major issue for human resource strategy. The study seeks to focus on the job satisfaction-turnover relationship, examining how this is moderated by occupation. Design/methodology/approach – A literature review on employee job satisfaction and employee turnover provides the basis for the research model and hypotheses. A self-completion questionnaire survey, involving 164 respondents (95.4 per cent response rate) from a leading Chinese retail organisation was used to gather data and test existing theory in a Chinese context. Findings – The results provided strong support for the hypothesised negative relationship between employee turnover intention and job satisfaction. Occupation is also significantly associated with job satisfaction, turnover intention and the job satisfaction-turnover relationship: non-management/frontline employees expressed higher levels of intention to leave their job than management/office employees. Research limitations/implications – The sample was limited to one retail organisation in China. It may not be appropriate to generalise the findings across other populations or settings. However, the sample can be viewed as a representative case typical of many other organisations in the same industry. Practical implications – The results provide insight into the impact of employee job satisfaction on turnover intention in the particular Chinese retail setting which could benefit managers and policy makers in the focus organisation as well as other organisations operating in the same sector in general. Originality/value – The paper studies problems that characterise the Chinese retail sector.

A guanxi model of human resource management : Table of Contents

Siew Fang Law, Sandra Jones — Sat Oct 24 08:00:20 BST 2009

Abstract:
Purpose – The purpose of this paper is to present a conceptual model of guanxi-oriented human resource management (HRM) appropriate for organisations located in China that wish to maximise knowledge sharing and exchange. The recognised need by Western-based organisations to develop trusting relationships through appropriate HRM approaches presents the setting to introduce the importance of guanxi in Chinese culture. The added complexity for Chinese organisations that employ a diversity of what are termed, in this paper, Conventional and Foreign Educated Chinese and Acculturated and Newly Arrived Expatriates is also presented. Design/methodology/approach – Building on a review of literature about what challenges the knowledge revolution is having on the way that Western organisations manage their human resources, the paper presents an overview of the notion and function of guanxi in the Chinese context. The paradoxical and ambiguous nature of guanxi and its implications for interpersonal interactions are explained as being important for HR practitioners to understand. Findings – The paper presents a conceptual guanxi-oriented HRM model that incorporates the Chinese mindset that is, at one and the same time, paradoxical, holistic, dynamic, interdependent, flexible and reciprocal in nature. Research limitations/implications – While conceptual, the paper is based on a model developed from research by one of the authors that identified a guanxi-oriented model of conflict resolution. The paper acknowledges that this model requires further research to test its applicability. Originality/value – The paper is original in its attempt to link guanxi to HRM practices on Western concepts of human resources.

Pay systems in Chinese state-owned enterprises: a review : Table of Contents

Lihua Wang, Joel Nicholson, Jun Zhu — Sat Oct 24 08:00:20 BST 2009

Abstract:
Purpose – The purpose of this paper is to provide a comprehensive review and critique of what we already know about pay systems in Chinese state-owned enterprises, to identify the gaps in the literature and to stimulate more research in this area. Design/methodology/approach – The paper first describes the policy issues at the macro-level (government policies) in order to put micro-level pay practices in a pertinent context. Then the paper provides a detailed review and critique on current empirical studies on pay practices in Chinese enterprises, their antecedents and consequences. Finally, the paper identifies potential research questions and provides some directions for future research. Findings – The paper concludes from the extensive review of the current literature that the following research areas merit attention: Why do some firms pay their employees more than other firms? Why do we observe different types of internal pay structures among firms? What are the consequences of these different structures? Why is the link between pay and performance weak in some firms but strong in others? Under what conditions pay-for-performance enhances firm performance? Originality/value – The paper is one of the most comprehensive reviews of the literature on compensation practices of Chinese companies.