Human Resources Management In China

The approach to managing human resources has changed significantly in China over the last twenty-five years as its transformation from a state planned economy to a market-oriented economy continues. By adopting a broad notion of HRM, while remaining sympathetic to the strong emphasis on relationship management in the Chinese culture, Fang Lee Cooke builds on the foundations of traditional Chinese HRM practice and brings it right up to date, including analysis of currently under-explored issues such as diversity management, talent management, new pay schemes, and performance management. Including extensive first hand empirical data and pedagogical features such as vignettes, case studies, and further reading lists. This book will be of great use on upper level undergraduate, post graduate and MBA courses covering international/Chinese management and HRM as well as appealing to practitioners, students and scholars of Chinese Business, Asian Business and Human Resource Management.

Enhancing our understanding of HRM in the Chinese industrial sector, this book explores the emerging role of HRM in China's industrial enterprises. A significant contribution to the theory of HRM, this book will be essential reading for students and researchers of Business and Management, HRM and Asian Business.

Aimed at people interested in management and Human Resources in China, this book is a collection of original and researched case studies on a variety of HR issues occurring in Chinese organisations, both privately-owned and part of multi-national enterprises, and how these issues are resolved by management. The impacts of the solutions in the organisations are also discussed. Preceded by a brief review of the Chinese and Western literature on this problem, the case is then presented and concluded by an analysis of the situations and solutions implemented. Based on original research, conducted in-the-field Provides actual case-studies based on actual organisations Integrates a theoretical perspective and analysis of the cases to assist in a broad understanding of the issues discussed

Corporate social responsibility (CSR), and particularly environmental management, has now become a global social norm. As the largest developing economy in the world, China is currently a major environmental polluter. This book examines how Chinese enterprises, including both indigenous firms and foreign-owned organizations operating in China, utilize human resource management (HRM) to conduct environmental management, i.e. green HRM, also referred to as environmentally friendly HRM. Green HRM integrates HRM with environmental management and is implemented by firms to realize corporate green strategies by providing opportunities and motivating employees to become involved in environmental activities. This book explores how green recruitment and selection, green training, green performance management, and green pay and rewards are managed in Chinese enterprises, and how green HRM affects organizational green and non-green workplace behaviors. It enriches the current literature on green HRM practices and measures. It also advances our understanding of employee organizational behavioral consequences of green HRM, which is an emerging and understudied field of research. As such, this book offers practical implications on how to elicit desirable employee green and non-green workplace behaviors through green HRM policies and practices. This book will appeal to anyone interested in learning more about green HRM practices and the social and psychological processes through which green HRM influences employees, promotes green workplace behaviors and improves a firm's environmental performance.

This book documents and explains how strategic human resource management (SHRM) and high performance work systems (HPWS) have been adopted among indigenous enterprises, namely state-owned enterprises (SOEs) and domestic private enterprises (DPEs) in China, from both management and employee perspectives. The book examines the mutual relationships between employees and their supervisors/ managers through social exchange theory. It explains how and why employees develop their perceptions and relationships with their immediate supervisors/managers in the working environment and the consequent effects on their attitudes and behaviour at work. Given the importance of the Chinese economy in the world, and the impact of its ‘open door’ policy and economic and management reforms, this book will provide valuable insight into China’s SHRM and HPWS.

This book takes a strategic approach and provides a comprehensive review of books and papers about human resource management (HRM) and labor relations management in China, especially since China's accession to the World Trade Organization (WTO) in 2001. In particular, the book evaluates the development of HRM under China's changing institutional environment, particularly since President Xi Jinping has taken dominant control of the Chinese Community Party (CCP) from 2010 onwards. The book provides a historical snapshot of how HRM has been rooted in China and its rhetorical impact on China's national economic development, continuing enterprise reform, and sustaining individual creativity and innovation. It discusses and analyzes HRM and spirituality in the context of a rising aspiration of achieving the 'Chinese Dream' as conceptualized by President Xi Jinping.

This book explores the emergence of new employment practices within foreign-invested Chinese Multinational Corporations from an employee perspective.

This book provides an understanding of human resource management practices in the People's Republic of China and comparisons with HRM practices in Western countries. The authors explore the development of HRM in the Chinese context and the pertinent issues facing Western organisations investing in the PRC. Research from surveys in Hong Kong and the PRC is used to provide evidence of the unique philosophical and cultural context in which HRM takes place in the PRC. In the final chapter utilising concepts from complex adaptive systems theory, the authors present a new understanding of the ways in which Western and Chinese HRM could contribute to and progress towards greater organisational effectiveness in the Western and Chinese business environments. Contents: Ideology in ContextHuman Resources in the Context of Business StrategyHuman Resource Strategies in the Chinese ContextThe Role of the HR Function in Foreign Invested EnterprisesThe Greatest Directness Is Flexible-Compatible Paradigms Readership: Students of international HRM, academics in business-related areas, managers and decision-makers involved in business with the PRC, as well as researchers. Keywords:Human Resource Strategies;Human Resource Management;China;Personnel Management;Compensation;People Management