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dc.contributor.authorZheng, C.
dc.contributor.authorMorrison, M.
dc.contributor.authorO'Neill, Grant
dc.date.accessioned2017-01-30T12:44:19Z
dc.date.available2017-01-30T12:44:19Z
dc.date.created2015-09-29T02:03:54Z
dc.date.issued2006
dc.identifier.citationZheng, 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.
dc.identifier.urihttp://hdl.handle.net/20.500.11937/24649
dc.description.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.

dc.publisherRoutledge
dc.subjectSME performance
dc.subjecthuman resource management practices
dc.subjectemployee commitment
dc.subjectChina
dc.titleAn empirical study of high performance HRM practices in Chinese SMEs
dc.typeJournal Article
dcterms.source.volume17
dcterms.source.number10
dcterms.source.startPage1772
dcterms.source.endPage1803
dcterms.source.issn0958-5192
dcterms.source.titleInternational Journal of Human Resource Management
curtin.accessStatusFulltext not available


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