This volume sets out in search of what we call ‘Confucian HRM’ in Greater China and beyond. It covers theory and practice not only in the People’s Republic of China but also in the Overseas Chinese (Nanyang) Diaspora, namely in Hong Kong and Taiwan, among others. It will seek to understand how far traditional Chinese culture and values continue to influence the degree to which the human resource management (HRM) as adopted in those cultural contexts has been implemented. Confucian HRM in Greater China includes a wide range of concepts such as Confucian HRM, employee participation, family firms, ‘guanxi’, learning and job satisfaction, local labour markets, performance-based pay, training policies, and women’s roles in employment. A wide range of international contributors provide the reader with diverse theories, methodologies and perspectives, arguing that the continuity of traditional Chinese values is indeed still empirically observable in the contemporary practice of people-management in Greater China. The contributors are all experts in their fields who teach and research on HRM in many faculties throughout the world. This book was originally published as a special issue of The International Journal of Human Resource Management.

This symposium explores Chinese people-management as an academic subject, looking at where it is currently going and the likely direction of its progress. After the economic reforms introduced by Deng Xiaoping in 1978, China saw the introduction of Human Resource Management (HRM). This book discusses the specific issues which are relevant to its evolution in China, in particular whether there is a dominant ‘paradigm’ in the field and whether there might be a new one in the making. It looks at the possibility of a ‘theory of Chinese management’ or ‘Chinese theory of management’. This comprehensive volume covers a wide range of topics, including charismatic leadership, employee commitment, creativity, ‘guanxi’, job security, knowledge-generation, mentorship, national identity and organizational innovation, all in the context of Chinese HRM. The contributors are experts in their respective fields of management, organizational behaviour, psychology, sociology and related disciplines, and cover a wide range of themes, models and specialisms. This book was originally published as a special issue of The International Journal of Human Resource Management.

Enhancing our understanding of HRM in the Chinese industrial sector, this book explores the emerging role of HRM in China's industrial enterprises. A significant contribution to the theory of HRM, this book will be essential reading for students and researchers of Business and Management, HRM and Asian Business.

This volume looks at the relationship between society and human resource management (HRM) in China. In doing so it asks how representative the latter is of the former. The contributors argue that there needs to be a minimum degree of consonance between these two variables if HRM is to be sufficiently underpinned by social reality. It is only in a wider framework that ‘people-management’ in general – and in China in particular – can be fully understood, whether through theory or through practice. Society and HRM in China explores the changes in Chinese society over the last century and then goes on to analyse how these changes have shaped China’s HRM. Arguably, HRM did not emerge from the void; it was shaped by the societal culture from which it sprung and the economic forces influencing its institutions and organizations. However, there is very little academic literature about the relationship between contemporary Chinese society and its HRM which isn’t extremely specific. As such, much of the research in this collection is not only relatively representative but also highly cross-sectional. The contributions are all drawn from experts in the field across the disciplines, hailing from a diverse range of national origins and educational institutions. They cover a wide range of topics, approaches and emphases. This book was originally published as a special issue of The International Journal of Human Resource Management.

This book presents a comprehensive analysis of the similarities and differences of contemporary human resource management systems, processes and practices in the two increasingly important economic great powers in Asia. It covers the full range of human resource management activities, including recruitment, retention, performance management, renumeration, and career development, discusses changing industrial relations systems, and sets the subject in its historical, social and cultural contexts. It examines newly emerging strategies, and asssesses the extent to which human resource management systems in the two countries are coverging or diverging.

China has become one of the fastest-growing economies ever seen in the world in recent times. In the last three decades, China has transformed itself from a command economy to a market one, albeit a nominally socialist one, and its management systems have been reformed accordingly. In the light of these changes, Malcolm Warner, one of the leading authorities on management in China, explores the past, present and future of Chinese management. The first part of the work examines the history of management practices in the ‘Middle Kingdom’, outlining the influence of traditional Chinese values, especially the Confucian inheritance, and the legacy of the imperial bureaucracy with its meritocratic examination system, as well as the role of industrialization and the influx of foreign-owned businesses in the late nineteenth century and the twentieth century. It next goes on to consider the current state of China’s management, showing how a new breed of manager has evolved since the beginning of Deng Xiaoping’s reforms in the late 1970s and 1980s. The resulting impact of this strategy which has continued into the 1990s and the 2000s, up to the present day, is then examined. The final part of the book concludes with reflections on how management in China is likely to develop in the near future, especially on how far it will converge with global practices or to what degree an indigenous form of management 'with Chinese characteristics' will prevail.

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