A decade of transformation of HRM in China: A review of literature and suggestions for future studies

Cooke, Fang Lee

doi:10.1177/1038411108099288

Cited by 123 publications

(13 citation statements)

References 275 publications

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“…To conclude, the findings are reasonable given the collectivist Lebanese society and paternalistic culture whereby an empathetic manager who shows concerns is highly appreciated and respected by employees which increases the PPS and therefore enhances employees' engagement. Our results are backed by other studies conducted in paternalistic cultures such as the Middle East (Dajani, 2015;Cooke, 2009;Aycan et al 2001;Zhu et al, 2012).…”

Section: Perceived Supervisor Supportsupporting

confidence: 89%

The Predominant Factors Affecting Frontline Employees’ Engagement: Case of the Lebanese Service Sector

Zoughaib¹,

Achi²,

Dirani³

et al. 2021

JBTP

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The purpose of this study is to first identify the predominant factors shaping frontline employee engagement and then to explore the outcomes of the employees’ engagement within the context of the service sector in Lebanon. The main theory used to ground the research is the explanatory power of the Social Exchange Theory (SET). A qualitative ethnographic method was used to explore the salient drivers and outcomes of employees’ engagement. The qualitative approach was implemented by observing and informally interviewing frontline employees, and by gathering documentary data for a greater understanding of this phenomenon. Findings show that supervisor support, organizational support, training, distributive justice and procedural justice appeared to be significant drivers of employee engagement. It was also evident that personal resources and self-efficacy have a significant moderator effect between supervisor support, distributive justice and employee engagement. Moreover, employee organizational commitment, intention to quit and organizational citizenship behaviors revealed to be the direct outcomes of employees’ engagement. This study is among the first undertaken in the Lebanese context. The findings shall help to close the gap in the reported literature about the topic and will serve HR decision makers as new knowledge for future endeavors.

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Section: Perceived Supervisor Supportsupporting

confidence: 89%

The Predominant Factors Affecting Frontline Employees’ Engagement: Case of the Lebanese Service Sector

Zoughaib¹,

Achi²,

Dirani³

et al. 2021

JBTP

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“…The research findings suggest that executive appraisal is an important part of the This paper utilises a qualitative approach of inquiry as a contribution towards filling this "methodological gap generated by the heavy reliance on quantitative methods" [27]. In so doing, this research extends the methodological literature on case studies in IB by combining context sensitivity and rigorous explanations into how chief executives perceive performance appraisal.…”

Section: Conclusion and Implications For Theory And Practicementioning

confidence: 96%

“…The importance of financial and non-financial performance measures in appraising CEOs cannot be overemphasized as they complement each other in giving incremental information about the organization.There is a dearth of research literature that employed a qualitative case study methodology to research executive appraisal particularly within the banking sector. Some scholars have also expressed concern about the over-reliance on quantitative methods for International Business (IB) research[27] [28][29].…”

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confidence: 99%

Appraising the Performance of Chief Executive Officers of Banking Institutions in Auckland

Azungah¹,

Blonch²,

Tembil³

2019

JSS

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The financial crunch of 2008/9 occasioning the collapse of companies and financial institutions worldwide, sparked calls for transparency and accountability in the dealings of corporate bodies. It engendered more interests on issues concerning corporate governance among researchers, academicians and practitioners. It is worth noting that Chief Executive Officers (CEOs) are usually appointed and entrusted with the responsibility of managing corporate affairs on behalf of shareholders. Dual interests consequently emerge following the appointment of a CEO comprising the interest of shareholders and that of the CEO with a probability that the self-interests of CEO might run counter to the general interest of shareholders. As a result, many firms are actively incorporating into their corporate governance provisions, strategies to control executives' performance. A strategic tool used in influencing the performance of chief executives towards the desired goals of an organisation is performance appraisal, yet there is little consideration for executive appraisal in the academic literature. This study seeks to complement the dearth of scholarly conversation on executive appraisal using a qualitative single case study approach drawing on an interview with a Chief Executive Officer of an international bank based in New Zealand. Employing stakeholder theory as a theoretical lens, the findings suggest that appraising CEOs can be instrumental in building good relationships, sustain organisation's performance and enhance their career advancement.

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“…The governmental agenda of developing and expanding the healthcare landscape and the rapid development in health service provision requires a health workforce of an appropriate size, skill-mix and competency levels. Recommendations for improving the competencies for hospital managers were made in the Healthy China 2030 Program Outline and The Guidelines Opinion of Building Modern Hospital Management Systems published by the Chinese State Council [27]. These two governmental policy documents highlighted the important role of hospital managers in the area of hospital and medical service capacity development and the expectations of improving their professionalism and managerial skills, and the management methods/tools that they used [27].…”

Section: Chinese Public Hospitals At a Glance-the Challenges And Managementmentioning

confidence: 99%

“…Recommendations for improving the competencies for hospital managers were made in the Healthy China 2030 Program Outline and The Guidelines Opinion of Building Modern Hospital Management Systems published by the Chinese State Council [27]. These two governmental policy documents highlighted the important role of hospital managers in the area of hospital and medical service capacity development and the expectations of improving their professionalism and managerial skills, and the management methods/tools that they used [27]. However, as argued by Linnander et al (2017) when comparing the health service management workforce development strategies between the USA and Ethiopia, a national framework and pathway to developing the overall health service management workforce is required [28].…”

Section: Chinese Public Hospitals At a Glance-the Challenges And Managementmentioning

confidence: 99%

A Call for Leadership and Management Competency Development for Directors of Medical Services—Evidence from the Chinese Public Hospital System

Liang

Howard

Wang

et al. 2020

IJERPH

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Background: A competent medical leadership and management workforce is key to the effectiveness and efficiency of health service provision and to leading and managing the health system reform agenda in China. However, the traditional recruitment and promotion approach of relying on clinical performance and seniority provides limited incentive for competency development and improvement. Methods: A three-component survey including the use of a validated management competency assessment tool was conducted with Directors of Medical Services (n = 143) and Deputy Directors of Medical Services (n = 152) from three categories of hospital in Jinan, Shandong Province, China. Results: The survey identified the inadequacy of formal and informal management training received by hospital medical leaders before commencing their management positions and confirms that the low self-perceived competency level across two medical management level and three hospitals was beyond acceptable. The study also indicates that the informal and formal education provided to Chinese medical leaders have not been effective in developing the required management competencies. Conclusions: The study suggests two system level approaches (health and higher education systems) and one organization level approach to formulate overall medical leadership and management workforce development strategies to encourages continuous management competency development and self-improvement among clinical leaders in China.

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A decade of transformation of HRM in China: A review of literature and suggestions for future studies

Cited by 123 publications

References 275 publications

The Predominant Factors Affecting Frontline Employees’ Engagement: Case of the Lebanese Service Sector

The Predominant Factors Affecting Frontline Employees’ Engagement: Case of the Lebanese Service Sector

Appraising the Performance of Chief Executive Officers of Banking Institutions in Auckland

A Call for Leadership and Management Competency Development for Directors of Medical Services—Evidence from the Chinese Public Hospital System

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