Abstract
This study explores the human resource management (HRM) preferences of Chinese employees, based on a sample of 2852 questionnaires from organizations in China. The research findings show a strong ‘group orientation’ and a great emphasis on ‘soft factors’ such as seniority, loyalty and connections in many HRM areas. It is argued that certain areas of Chinese HRM are converging to the Western model, but the influence of traditional Chinese personnel practices remains strong. A ‘group orientation’, a major emphasis on ‘soft factors’ and a trade union presence will remain as the three main features of Chinese HRM in the long term.
Highlights
There have been a number of studies on the convergence and divergence trends in HRM between China and western countries (Warner, 1993, 1997, 2002a, b, 2003, 2009b; Saner and Yiu, 1994; Easterby-Smith, Malina and Yuan, 1995; Verburg, Drenth, Koopman, Muijen and Wang, 1999; Aycan et al, 2000; Peppas, Peppas and Jin, 2001; Huo, Huang and Kapier, 2002; Hutchings, 2003; Selmer, 2005; Cunningham and Rowley, 2008)
China may look like a capitalist country in many ways but, it is fundamentally a ‘socialist country’ led by a communist party and the official slogan is to ‘build a socialism with Chinese characteristics’
As the institutional perspective predicts, these ‘Chinese characteristics’ in the business system will further lead to marked differences between the HRM systems in China and other countries
Summary
There have been a number of studies on the convergence and divergence trends in HRM between China and western countries (Warner, 1993, 1997, 2002a, b, 2003, 2009b; Saner and Yiu, 1994; Easterby-Smith, Malina and Yuan, 1995; Verburg, Drenth, Koopman, Muijen and Wang, 1999; Aycan et al, 2000; Peppas, Peppas and Jin, 2001; Huo, Huang and Kapier, 2002; Hutchings, 2003; Selmer, 2005; Cunningham and Rowley, 2008). Many studies have examined convergent and divergent trends at the macro level, focusing on the forces of globalization, technology and differences in political systems, legal systems and industrial relations systems. The forces of globalization, technology and the differences or similarities in institutional systems place substantial pressure on convergence and divergence in HRM practices. While companies may benchmark HRM ‘best practices’, the actual adoption and success of these practices depends, to a large extent, on perceptions and acceptance from employees
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