Changing patterns of human resource management in contemporary China: WTO accession and enterprise responses

This study examines the increasingly complex challenges facing human resource management (HRM) in China following the country's accession to the WTO and, consequently, the implications for further reform of government policy and enterprise‐level HRM practices. The article concludes that current HR practices among enterprises vary depending on ownership, industrial sector, location and history. The direction of future changes may depend on the level of involvement from external forces as well as internal strategies adopted by Chinese enterprises to survive.     

Unions,integration and society

An analysis of the role of trade unions in a democratic society and the problems of overcoming the general apathy of members leads the author to suggest ways of increasing participation in union activities.     

Yugoslav ‘self-management’ and industrial relations in transition

This article attempts to examine the changes taking place in the Yugoslav ‘self-management’ and industrial relations system. It looks at the emerging roles of both management and labour in the context of moves to give market factors greater prominence in the economy.     

Social networks,employment and worker discouragement: Evidence from South Africa

Social networks are increasingly being recognized as having an important influence on labour market outcomes, since they facilitate the exchange of job related information. Access to information about job opportunities as well as perceptions about the buoyancy of the labour market depend critically on the social structures and the social networks to which labour market participants belong. In this paper, we examine the impact of information externalities generated through network membership on labour market status. Using Census data from South Africa, a country characterized by high levels of unemployment and worker discouragement, we adopt an econometric approach that aims to minimise the problems of omitted variable bias that have plagued many previous studies of the impact of social networks. Our results suggest that social networks may enhance employment probabilities by an additional 3–12%, and that failure to adequately control for omitted variables would lead to substantial over-estimates of the network co-efficient. In contrast, the impact of social networks on reducing worker discouragement is much smaller, at between 1 and 2%.     

China's Labour-Management System Reforms: Breaking the ‘Three Old Irons’ (1978–1999)

This article systematically examines the fundamental changes that have taken place in China's labour-management system since China embarked on its economic reforms in 1978. The system was, from the 1950s onwards, characterized by what were called the three old irons, i.e. life-time employment (the iron rice bowl), centrally administered wages (the iron wage), and state-controlled appointment and promotion of managerial staff (the iron chair). This study reviews the degree to which the reform process is breaking these three old irons and is arguably replacing them with a hybrid human resource management model, albeit with Chinese characteristics, that reflects the influence of foreign multinational corporations (MNCs) that have invested in China.