Guanxi and high performance work systems in China: evidence from a state-owned enterprise

Figures & data

Figure 1. The proposed conceptual model.

Table 1. Results of measurement model.

Constructs	α	CR^a	AVE	Mean	SD	N^b	Guanxi	PHRP	Trust
Guanxi	.86	.85	.62	4.77	.90	4
PHRP^*	.88	.81	.52	4.03	1.00	7	.70^c
Trust	.92	.88	.55	3.83	.97	9	.71^c	.90^c
JS	.89	.85	.58	3.69	.96	6	.58^c	.82^c	.80^c

Note: N = 226.

^a Composite reliability.

^b Number of items in each validated measure.

^c Correlations: all are significant at the .01 level.

^* PHRP = perceptions of HR practice.

Table 2. Assessment of research hypotheses by the structural model.

		Bootstrap bias-corrected method 95% CI
		Unstandardised estimates	SE	Lower	Upper	p-value
Direct effects
H1	Guanxi → HR practice	.74	.08	.57	.94	.00
H2	Guanxi → Job satisfaction	−.02	.08	−.25	.21	.85
H5	Guanxi → Trust	.14	.06	−.02	.34	.03
H3	Perception of HR practice → Job satisfaction	.89	.10	.70	1.13	.00
H6	Perception of HR practice → Trust	.83	.09	.64	1.05	.00
Indirect effects
H4	Guanxi on job satisfaction via perception of HR practice	.66	.11	.47	.92	.00
H7	Guanxi on trust via perception of HR practice	.61	.10	.44	.84	.00

Table

My work requires me to work closely with other members of a team to achieve a common goal or results target.

My job performance has been formally appraised by my manager or supervisor regularly.

Appraisal of my performance is fair and accurate.

I receive regular and constructive feedback on how well I do my job.

Management keeps me well informed about the firm and how well it is doing.

My employer has a formal policy of avoiding compulsory redundancies.

I have a job description that accurately describes the work I do.

Table

My associates can rely on me to do favours for them.

I think it is important to return a favour to an associate.

I am appreciated for favours I do for my associates.

Favours I did for my associates have built good relationships with them.