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Human Resource Management Practices in Chinese Organisations

This special issue of Chinese Management Studies focuses attention on a central activity of Chinese organisations – managing people. Our aim in doing so is to support efforts to move beyond HRM research in China as a subset of international or comparative HRM research and promote indigenous approaches to research in China. The issue opens with Yang and Hwang’s (2014) exploration of the relationships among three important variables in the field of industrial psychology – personality traits, job performance, and job satisfaction. Utilising sample data from 360 respondents in 31 Taiwanese financial firms, the empirical show a mutually reinforcing relationship between job performance and job satisfaction – better performance in the job leads to more satisfaction leads to better performance. Zhao and Peng (2014) have assessed the relative leader–member exchange (RLMX), which is widely researched in leadership and human resource management, via a sample of 358 supervisor–subordinate dyads from Chinese enterprises. Zhao and Peng argued that RLMX positively affects employee voice, which is mediated by an affective commitment and is moderated by Chinese traditions. Feng, Shen, and Zhao (2014), analyzed the relationship between the role of entrepreneurs and the innovation investment propensity of Chinese firms, with a particular emphasis on the combinations of managerial competence, cognition and institutional influence. Horizontal data comparison and four longitudinal case studies show that the cognitive backgrounds of top managers are significant in directing strategic resource allocation, but that they are also influenced by institutional environments. The relationships between occupational commitment, industrial relations, and turnover intention and the moderating role of turnover intention were investigated by Yuan and Li (2014). The authors find that the affective, normative, and cumulative costs dimensions of occupational commitment, positively affect their perceptions of the industrial relations climate they experience. Face (,miànzi), relationships (, guanxi), and the obligation to maintain those relationships (, rénqíng) are central ideas in Chinese culture. Cai et al (2014) contribute to our greater understanding of these concepts in a work context and their HRM implications through their examination of employees’ performance and their social network structures. The research shows that informal networks have a significant impact on employee performance, and individual brokerage of performance is greater for direct contacts than it is for indirect contacts. Moving from the social to the psychological, Pan, Qin and Gao (2014) reviewed the effect of organisational psychological ownership (ownership) and organisation-based self-esteem (esteem) on positive organisational behaviours (behaviours). On the basis of their findings, Pan et al (2014) demonstrate that behaviours are positively related t

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