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    An empirical study of high performance HRM practices in Chinese SMEs

    Access Status
    Fulltext not available
    Authors
    Zheng, C.
    Morrison, M.
    O'Neill, Grant
    Date
    2006
    Type
    Journal Article
    
    Metadata
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    Citation
    Zheng, C. and Morrison, M. and O'Neill, G. 2006. An empirical study of high performance HRM practices in Chinese SMEs. International Journal of Human Resource Management. 17 (10): pp. 1772-1803.
    Source Title
    International Journal of Human Resource Management
    ISSN
    0958-5192
    URI
    http://hdl.handle.net/20.500.11937/24649
    Collection
    • Curtin Research Publications
    Abstract

    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.

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