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A Chinese style of HRM : exploring the ancient texts

Zheng, Connie and Lamond, David 2009, A Chinese style of HRM : exploring the ancient texts, Chinese management studies, vol. 3, no. 4, pp. 258-271.

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Title A Chinese style of HRM : exploring the ancient texts
Author(s) Zheng, Connie
Lamond, David
Journal name Chinese management studies
Volume number 3
Issue number 4
Start page 258
End page 271
Total pages 14
Publisher Emerald Group Publishing
Place of publication London, England
Publication date 2009
ISSN 1750-614X
1750-6158
Keyword(s) China
employers
human resource management
participative management
retention
selection
Summary Purpose – The purpose of this paper is to explore the relevant sayings and stories of the ancient Chinese sages in relation to the style of Chinese human resource management (HRM).

Design/methodology/approach –
Related texts generated from the quotations and stories from four Chinese sages, Guanzi, Hanfeizi, Xunzi and Yanzi, were translated and analyzed and their thinking regarding ruling the state and managing the people was discussed in line with the thoughts from the mainstream and modern Western management gurus such as Warren Bennis, Peter Drucker, Mary Parker Follett, Douglas McGregor, Rosabeth Moss Kanter, Elton Mayo and Jeffrey Pfeffer.

Findings – It was found that there were striking similarities in thoughts and call for actions to address key issues in HRM by both old and contemporary, east and west thinkers across 2,500 years. The main concerns are to select the right leaders and managers and recruit the right people; create attractive organisational culture and environments that promote a participative management approach to encourage, empower and engage employees to achieve desirable outcomes; uphold the people-centred management principles; and focus on designing reward schemes that emphasise service and contribution instead of position and profits.

Originality/value – There is much to be learned from the past to address the present people management issues among modern organisations both inside China and perhaps from other parts of the world. It was as difficult to take seriously the principles-based ruling and management approaches in ancient times as it is today. However, if these principles had been put into practice, the world would have had fewer of the corporate corruption scandals and less of the mischievous behaviour in the state that are manifested in today's society, but more productive population, effective organisations, ethical governments and harmonious environment; hence less global human suffering.
Notes Reproduced with the kind permission of the copyright owner. The final published version is available from the journal homepage www.emeraldinsight.com/journals.htm?articleid=1819383&show=abstract
Language eng
Field of Research 150305 Human Resources Management
Socio Economic Objective 910402 Management
HERDC Research category C1.1 Refereed article in a scholarly journal
Copyright notice ©2009, Emerald Group Publishing Limited
Persistent URL http://hdl.handle.net/10536/DRO/DU:30032762

Document type: Journal Article
Collections: Deakin Graduate School of Business
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Every reasonable effort has been made to ensure that permission has been obtained for items included in DRO. If you believe that your rights have been infringed by this repository, please contact drosupport@deakin.edu.au.