Human Resource Management in China Revisited

Malcolm Warner

• Publisher: Routledge
• Year: 2020
• Print ISBN: 9780415350242
• eBook ISBN: 9781000143232
• Edition: 1
• Topic: Business
• Subtopic: Business General
• Index: Business

This edited volume first considers the economic background of the recent changes in HRM in the People's Republic of China from 1978 to the present day, exploring the change from a command economy to a more market-led one. It then goes on to look at the demise of so-called 'iron rice bowl' policy once dominated by a Soviet-inspired Personnel Management model to one now characterized by possibly Japanese, as well as Western-influenced HRM, albeit with what are widely described as 'Chinese characteristics'. Finally, it concludes with a comparative analysis of the contributions in the book on China vis-a-vis an appraisal of these with the national HRM systems of Japan and South Korea.

This volume was previously published as a special issue of the International Journal of Human Resource Management.

A comparative study of organizational context factors for managerial career progress: focusing on Chinese state-owned, Sino-foreign joint venture and Japanese corporations

Ziguang Chen, Mitsuru Wakabayashi and Norihiko Takeuchi

Ziguang Chen (address for correspondence): Department of Management, City University of Hong Kong, Tat Chee Avenue, Kowloon, Hong Kong SAR, PRC (tel: + 852 2788 7966; fax: + 852 2788 7220; e-mail: [email protected]). Mitsuru Wakabayashi, School of Business Administration, Aichi Gakuin University, Japan. Dr Norihiko Takeuchi, School of Business Administration, Aichi Gakuin University, Japan.

Abstract This study investigated to what extent the organizational context for managerial career progress perceived by managers, consisting of (1) the quality of the environment for career progress, (2) performance-based promotion practices and (3) in-house training opportunities, is different in Chinese and Japanese corporations. Also, the effects of corporate size, managers' age, management level and educational level on the perceived career progress environment were examined, MANCOVA results indicated that Japanese managers working for Japanese corporations in Japan enjoy more favourable career progress environment in all three aspects (Wilks' λ = .80, F = 24.70, p < .0005) than Chinese managers in Chinese state-owned corporations (CSOCs) and Sino-foreign joint venture corporations (SFJVCs) in China. However, no meaningful differences were found between CSOCs and SFJVCs with respect to the organizational context for managerial career progress.

Regarding the influence of environmental factors, corporate size had a positive effect on all three aspects of the context for career progress. Management level and performance-based promotion practices were found to have positive effects on the perceived quality of career progress environment, particularly in SFJVCs. However, educational level and age had negative effects on the quality of context factors of career progress in SFJVCs. These results are discussed with reference to differences in corporate culture and HRM practices among the three types of organizations, especially SFJVCs, involving the treatment of employees' age and educational level; in other words, seniority-based HRM practices.

Keywords

Managerial career progress;the environment for career progress;performance-based promotion;in-house training.

Introduction

Over the years, research on career mobility has covered two major areas: career patterns or paths and antecedents of career mobility. Research in the first area is concerned with career move...

Table of contents

• Cover
• Half Title
• Title Page
• Copyright Page
• Contents
• Human resource management in China revisited: introduction
• An empirical test of the model on managing the localization of human resources in the People's Republic of China
• Observations on the organizational commitment of Chinese employees: comparative studies of state-owned enterprises and foreign-invested enterprises
• A comparative analysis of performance assessment: international joint venture managers versus regional headquarters managers
• Key factors influencing HRM practices of overseas subsidiaries in China's transition economy
• Towards an integrative framework of strategic international human resource control: the case of Taiwanese subsidiaries in the People's Republic of China
• Effective Japanese leadership in China: co-operative goals and applying abilities for mutual benefit
• A comparative study of organizational context factors for managerial career progress: focusing on Chinese state-owned, Sino-foreign joint venture and Japanese corporations
• Nationality, social network and psychological well-being: expatriates in China
• Psychological barriers to adjustment of Western business expatriates in China: newcomers vs long stayers
• Recruitment and selection in Chinese MNEs
• Evolution of organizational governance and human resource management in China's township and village enterprises
• Marketization and social protection reform: emerging HRM issues in China
• Training and enterprise performance in transition: evidence from China
• Public-sector pay in China: 1949-2001
• Towards an Asian model of human resource management? A comparative analysis of China, Japan and South Korea
• Index