An empirical study of high performance HRM practices in Chinese SMEs

Zheng, Connie, Morrison, Mark and O'Neill, Grant 2006, An empirical study of high performance HRM practices in Chinese SMEs, International journal of human resource management, vol. 17, no. 10, pp. 1772-1803.

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Title An empirical study of high performance HRM practices in Chinese SMEs
Author(s) Zheng, Connie
Morrison, Mark
O'Neill, Grant
Journal name International journal of human resource management
Volume number 17
Issue number 10
Start page 1772
End page 1803
Publisher Routledge
Place of publication Abingdon, England
Publication date 2006
ISSN 0958-5192
1466-4399
Keyword(s) China
human resource management practices
SME performance
employee commitment
Summary This paper explores the performance effects of human resource management (HRM) practices in 74 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.
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 ©2006, Taylor & Francis
Persistent URL http://hdl.handle.net/10536/DRO/DU:30032764

Document type: Journal Article
Collection: Deakin Graduate School of Business
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