A Chinese style of HRM: exploring the ancient texts

Zheng, Connie; Lamond, David

doi:10.1108/17506140911007459

Cited by 22 publications

(28 citation statements)

References 17 publications

(27 reference statements)

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“…Are very much in line with the concepts of fair/justice, equity, employee well-being and participation that form part of our model and which have been discussed by modern Western management thinkers such as Warren Bennis, Peter Drucker, Mary Parker Follett, Douglas McGregor, Rosabeth Moss Kanter, Elton Mayo and Jeffrey Pfeffer (Zheng and Lamond, 2009a).…”

Section: Principles Versus Practicessupporting

confidence: 70%

“…Through comparison of the ancient texts against the writings by the mainstream Western management thinkers, it is clear that the call for recognising and valuing individual contributions to business organisations and the wider society is not dissimilar across 3,000 years of human history. At the same time, however, it appears to be just as difficult to get modern managers in industrial organisations to implement sound management theories and translate principles into practice as it was to get kings to listen to the advice of the ancient Chinese sages (Zheng and Lamond, 2009a). These findings especially challenge us as management researchers.…”

Section: Principles Versus Practicesmentioning

confidence: 99%

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HRM research in China: looking back and looking forward

Lamond

Zheng

2010

J of Chinese HRM

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Purpose-The purpose of this paper is to provide an overview of the field of human resource management (HRM) in China, with insights drawn from recent times to several millennia earlier, with a view to informing the further work that needs to be done to better understand managing people in China. Design/methodology/approach-The authors examined Chinese ancient texts related to people management and drew on reviews of HRM research in China since the establishment of the People's Republic of China in 1949 till current times, to draw lessons for HRM in China today and for the future. Findings-The 2,500 year gap that separates the literatures studied as part of this review cannot hide the striking similarities between the conceptual views about the importance of people and their management in the two periods. Yet, there remains a lack of empirical studies of the Chinese style of HRM practices. The majority of recent research in the field of HRM in China is focussed on comparison between HRM practices in various types of enterprises operating in China and those in the west, with the apparent aim of better understanding the latter rather than the former. Originality/value-As China is rapidly becoming a key global player, and its enterprises represent an increasing share of the global market, it is crucial to understand how Chinese firms have managed their people at home and globally to achieve performance outcomes. Are there lessons other firms, especially those in emerging markets could learn? What are the implications for building global management and organisational knowledge? This paper provides some directions for future research about HRM in China, which may help gain a better understanding of the Chinese style of management and further develop management and organisation theories in the China context.

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Section: Principles Versus Practicessupporting

confidence: 70%

Section: Principles Versus Practicesmentioning

confidence: 99%

HRM research in China: looking back and looking forward

Lamond

Zheng

2010

J of Chinese HRM

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“…Looking at the range of books and journal articles on Chinese HRM, we find that the above is still largely the case. Recently, Zheng and Lamond (2009) have summarized contemporary contributions to the field in international English language journals, which more or less underscores the above point. Again, Lamond and Leung (2010) have also surveyed the past and present of HRM studies.…”

Section: Representativeness [High]mentioning

confidence: 97%

Society and HRM in China

Warner

2011

The International Journal of Human Resource Management

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In this contribution to the Symposium, we shall look at the relationship between Society and Human Resource Management (HRM) not only in its general context but also in its Chinese setting. Our argument is that there needs to be a minimum degree of consonance between the two -if HRM is to be sufficiently underpinned by social reality. A review of how Chinese society and its organizations have changed in the last half-century and how its economy and management, including HRM, have been transformed since the post-1978 economic reforms is then set out. Our main findings are that much of the research published in this Symposium if no doubt relatively 'representative' of the social changes found in PRC today is, however, mostly 'cross-sectional' and 'specialized'. What is missing are studies we might judge to be both 'longitudinal' and 'broad' in scope. We conclude by suggesting that it is only in a wider framework that 'people-management' can be best understood, whether we are looking at theory or practice, both in general and vis-à-vis the PRC.

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“…Thus, the process of HRM practices are very common globally, but some countries' organizations have re-built their HR department with innovating HR practices, and Pakistan is one of them. Over the past decades, Pakistan has re-constructed its economy and has simultaneously transformed the conventional management system into NHRM [23,24] and these NHRM practices include E-recruitment and selection methods, training and development processes, reward systems, and teamwork and employee involvement in the decision-making process, which directly have links with HR input and outputs that lead towards organizational success [24]. Thus, advancement in new HRM (NHRM) has connoted concern with organizational productivity.…”

Section: New Hrm Practicesmentioning

confidence: 99%

“…Moreover, particular HRM practices are more valuable and significant in terms of relevance, but, on the other hand, HRM theorists have emphasized the bundles of HRM practices that focus on the same goals [23]. Effective HRM practices can increase and can contribute to enhancing the innovation performance by innovation, quality, and HR performance [24].…”

Section: Introductionmentioning

confidence: 99%

How New HRM Practices, Organizational Innovation, and Innovative Climate Affect the Innovation Performance in the IT Industry: A Moderated-Mediation Analysis

et al. 2019

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Considering the cutthroat competition in IT organizations, public and state-based organizations are trying to develop strategies to promote innovation in the organizations. However, due to monopolistic structure, employee rigidness, and lack of innovation climate, employees are reluctant to perform innovatively in such organizations. New HRM practices (NHRM) can enrich the talented, motivated, committed, and innovative staff to enhance innovation. However, empirical evidence to prove this relationship is insufficient. Therefore, this study aims to analyze the effect of NHRM practices on innovation performance with the mediating role of organizational innovation and the moderating role of the innovation climate. Data collected from semi-government IT-based organizations provide results that there is a significant positive relationship between NHRM practices and innovation performance. The mediating role of organizational innovation was also found. Moreover, the results of the moderated-mediation show that the mediating role of organizational innovation is also strong if the organizational climate is more innovative. These results provide managerial guidelines to promote NHRM practices to enhance innovation performance in the semi-government IT-based organizations of Pakistan.

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A Chinese style of HRM: exploring the ancient texts

Cited by 22 publications

References 17 publications

HRM research in China: looking back and looking forward

HRM research in China: looking back and looking forward

Society and HRM in China

How New HRM Practices, Organizational Innovation, and Innovative Climate Affect the Innovation Performance in the IT Industry: A Moderated-Mediation Analysis

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