The ‘Myth’ of Human Resource Management in Chinese Enterprises

Malcolm Warner, Keith Goodall and Daniel Z. Ding

Asia Pacific Business Review, 1999, vol. 5, issue 3-4, 223-237

Abstract: This study examines changing labour-management practices in China's state-owned enterprises (SOEs) in comparison with those in joint ventures (JVs). Based on a sample of 62 firms in seven Chinese major cities, it explores the degree to which HRM practices are a ‘myth’. The researchers carried out semi-structured interviews with managers and other employees at all levels. The role of trade unions and workers' congresses are also examined. The results show that the ownership type, size of the firm, and its location are important factors affecting the extent to which these enterprises have adapted to market-orientated HRM practices. The study concludes that most firms have not fully made this adaptation, and that even where it has been taken up, it has in many cases only been done so partially due to organizational inertia, amongst other factors.

Date: 1999
References: View complete reference list from CitEc
Citations:

Downloads: (external link)
http://hdl.handle.net/10.1080/13602389900000011 (text/html)
Access to full text is restricted to subscribers.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:taf:apbizr:v:5:y:1999:i:3-4:p:223-237

Ordering information: This journal article can be ordered from
http://www.tandfonline.com/pricing/journal/FAPB20

DOI: 10.1080/13602389900000011

Access Statistics for this article

Asia Pacific Business Review is currently edited by Professor Chris Rowley and Malcolm Warner

More articles in Asia Pacific Business Review from Taylor & Francis Journals
Bibliographic data for series maintained by Chris Longhurst ().