The Chinese cultural factor guanxi has an important influence on the implementation and effectiveness of HRM practices in China (Chen and Chen 2013;Nolan 2011;Rowley and Benson, 2002;Warner 2014). However few studies have investigated how guanxi influences performance appraisal in organizations with different ownership structures. We investigated this issue by studying three banks operating in mainland China: a state-owned commercial bank, a foreign owned bank and a city commercial bank. Both quantitative data (survey of 308 employees) and qualitative data (22 in-depth interviews) was used. Macro-level convergence and micro-level divergence was found among the banks. The reform of the performance appraisal system in the state-owned commercial bank indicated a degree of convergence in the appraisal system towards a form commonly found in western banks, at least on the surface. However there were differences in implementation level in the three banks. The perceived influence of guanxi on performance appraisal was strongest in the state-owned bank and weakest in the western-owned bank. The reasons for this included generational differences in cultural values, the international experience of employees and managers, and the degree of alignment between senior managers and others over the purpose of appraisal.

Drawing on survey (n=308) and interview (n=22) data from three different types of banks in China, we found significant differences in perceptions of organisational justice in performance appraisal processes. The state-owned bank was perceived as significantly less fair in its appraisal procedures than both its city-commercial and foreign-owned counterparts. These differences could be explained, in part, by variations in the influence of guanxi on supervisor decision-making. This, in turn, was linked to differences between the banks in their organizational objectives, as well as to intra-organizational differences at the departmental level. These findings question the common assumption that national culture variables, such as guanxi, are extremely stable and have universal explanatory value in all organisational contexts. Literature ReviewA large research literature has argued that HRM practices, such as performance appraisal, that were developed in Anglo-American contexts, cannot be applied in other national cultures without adjustment (Budhwar, Varma, and Patel 2016;Rowley 1998; Rowley and Benson 2002; Rowley and Benson 2004; Zhu and Warner 2019). Many have observed the stability of China's distinctive, particularistic national culture, which is assumed to be based primarily on the maintenance of harmonious social relationships (Cooke, Veen, and Wood 2017; Hofstede 2001; Warner 2014). Social relationships structured around preordained norms and rules, based on hierarchical principles and respect for authority, have been shown to have a distinct influence on numerous HRM practices in China (see Warner 2014 for a review). Those characteristics thought to be of particular significance are guanxi (personal relationships), age seniority and mianzi (face) (Busse, Warner and Zhao 2016; Cooke 2013; Wang and Seifert 2016). A key assumption of this approach is that China's national culture is extremely stable and is the cause, not the effect, of organisational behaviour (Hofstede 2001; Warner 2016). There are, however, emerging arguments that there are other, equally significant, organisational and institutional factors which influence the effectiveness of HRM practices in China. These can be overlooked when territory-based national culture is consistently used as the primary explanation for research findings (Sheldon and Sanders 2016). Certainly, national culture is a contested concept (McSweeney 2002; Jack and Westwood 2009; Nolan, 2018a) and the relative effectiveness of HRM practices within Chinese organisations may be partly the outcome of internal organisational politics and priorities, not just the inevitable consequence of indigenous cultural preferences (Edwards and Kuruvilla 2005; Guo, Huy and Xiao 2017). It may well be that different organisations, with different missions, aims and objectives, can moderate the influence of national culture on HRM

Purpose: This study aimed to investigate the big data analytics capabilities (BDAC) model using resource-based theory (RBT) and dimensions of big data analytics (management, technological, and talent) that influenced the firm innovation performance. Design/methodology/approach: The research uses quantitative research design where 548 respondents were selected for the survey from Pakistan electronic media regulatory authority (PEMRA), national database and registration authority (NADRA), and cellular companies. Only 394 useable responses were received from the respondents. Findings: The findings revealed that BDAC has a statistically positive impact on firm innovation performance. All of the proposed hypotheses were approved in this study. Research limitations/implications: The study gives future direction to the researchers and practitioners to implement this model in other industries. Practical implications: The research makes important theoretical and methodological contributions to the business and society's nexus in developing country firms that are under economic pressure. Originality/value: The paper is new in the context of the developing firm's innovation.

Although networking is reported to be a job search strategy in the literature, research on the interaction between social networking and other personal resources and its effect on job satisfaction is scarce. In the perspective of social networks, the present study explored whether the social network structure, which consists of network size and tie strength, moderates the relationship between psychological capital and job satisfaction. By using a two-wave longitudinal design, we collected the quantitative data (survey of 344 undergraduate students who were about to graduate soon) from 19 universities in Beijing city, Shandong Province, and Jiangsu Province in Eastern China. Factor analysis and hierarchical regression analysis were adopted to analyze the data of the survey. We found that psychological capital has a positive impact on job seekers’ job satisfaction. Furthermore, smaller networks and weaker ties in social networks both render the positive effect of psychological capital on job satisfaction even stronger.

Abstract-the quantitative research on the key factors affecting the development of science and technology talent. Based on grey correlation theory, the study analyze the factors that influences the sustainable development of science and technology talent in Tibet, and it discussed the various factors associated with the extent of their. For better to research the relationship of development of technology talent with GDP per capita and so affect factors. Specify the number of Tibetan technological research and service personnel as a reference data column, other data as comparative data column which includes Tibet's per capita GDP, education investment , health service investment, research expenditures, wages of research employees, the number of patents granted, the number of university students in per million people, The analysis showed that the selected indicators are scientific factors; and these factors herein are selected to sustainable development in Tibet talents played a considerable impact, just different degree of influence of different factors ;and these factors have significant effects on sustainable development of Tibet technology professionals.