HR practices from the perspective of managers and employees in multinational enterprises in China: Alignment issues and implications |
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| Authors: | Cherrie Jiuhua Zhu Brian K. Cooper Di Fan Helen De Cieri |
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| Affiliation: | 1. Department of Management, Monash University (Clayton Campus), P.O. Box 11E, Clayton, VIC 3800, Australia;2. Department of Management, Monash University (Caulfield Campus), Caulfield Building N7, Room 34, VIC 3145, Australia;3. School of Management & Information Systems, Victoria University, G411, Footscray Park Campus, Melbourne, Australia;4. Department of Management, Monash University (Caulfield Campus). P.O. Box 197, Caulfield East, VIC 3145, Australia;1. Rogers Communications Partnership, One Mountain Pleasant Road, Toronto, ON M4Y 2Y5, Canada;2. School of Information Studies, McGill University, 3661 Peel St., Montreal, Quebec H3A 1X1, Canada;1. Durham University Business School, Mill Hill Lane, Durham, DH1 3LB, United Kingdom;2. Strategy and Entrepreneurship Department, NEOMA Business School, 1 rue du Maréchal Juin, 76130 Mont Saint Aignan, France;3. College of International Business, Shanghai International Studies University, 550 Dalian West Road, Shanghai, 200083, China;1. Superior School of Industrial and Management Studies, Polytechnic of Porto, Vila do Conde, Portugal;2. Constantin Brâncoveanu University of Pite?ti, Faculty of Legal, Administrative and Communication Sciences, Pite?ti, Romania;1. VSB – Technical University of Ostrava, 17. listopadu 15/2172, 708 33, Ostrava – Poruba, Czech Republic;2. Hubei University of Technology, Nanhu, Wuhan 430068, China |
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| Abstract: | China's significance as a destination for foreign direct investment (FDI) is a major factor in Asia-Pacific economic growth. This paper identifies important yet unexplored matters of human resource management (HRM) in multinational enterprise (MNE) subsidiaries in China. Specifically, the study explores the alignment issues between managers and employees with respect to their knowledge of HR practices, their experience of HR practices, and their perceived effectiveness of HR practices. Both interviews and a survey covering seven MNE subsidiaries operating in China finds a lack of alignment between managers and employees in each instance, for example, in their views of intended and actual HR practices and perceived effectiveness of these practices in the areas of performance assessment, recruitment and selection and career development. The implications of the differences for managers of MNEs operating in China are identified and discussed. The limitations of the study are acknowledged and areas for further study are also suggested. |
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