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An empirical study of high performance HRM practices in Chinese SMEs

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journal contribution
posted on 06.12.2017, 00:00 by Connie Zheng, M Morrison, G O'Neill
This paper explores the performance effects of Human Resource Management (HRM) practices in seventy-four Chinese small and medium sized enterprises (SMEs). Four high performance HRM practices are identified: performance-based pay, participatory decision making, free market selection, and performance evaluation. Regression analysis results support the conventional idea that the adoption of HRM practices generates better HRM outcomes and, in turn, better HRM outcomes contribute positively to firm performance. However, not all HRM practices, and their effects, led to improved SME performance. Among the Chinese SMEs investigated, a high level of employee commitment was identified as being the key HRM outcome for enhancing performance.

Funding

Category 1 - Australian Competitive Grants (this includes ARC, NHMRC)

History

Volume

17

Issue

10

Start Page

1772

End Page

1803

Number of Pages

32

ISSN

0958-5192

Location

London

Publisher

Taylor & Francis (Routledge)

Language

en-aus

Peer Reviewed

Yes

Open Access

No

External Author Affiliations

Charles Sturt University; Faculty of Business and Informatics; TBA Research Institute;

Era Eligible

Yes

Journal

International Journal of Human Resource Management.

Exports

CQUniversity

Exports