An exploration of the HRM values of Chinese managers working in Western multinational enterprises in China: implications for HR practice

Abstract

This paper qualitatively explores the nature of human resource management (HRM) values of local Chinese managers working in Western-based multinational enterprises in China and also considers how these values are associated with preferences for HR practices. The study involves the use of repertory grid interviews with 36 local Chinese managers. The study shows that interviewees reflected a high level of assimilation and internalization of many Western HRM values. Interviewees also retained many traditional Chinese values, thus highlighting the role of institutional and cultural forces on HRM. However, among these local managers, there was clear decline in some traditional Chinese values, such as ‘harmony’ and ‘virtue’. A further interesting finding was the co-existence of paradoxical values of collectivism and individualism among the managers. Analyses of repertory grid data and interview comments also highlight that preferences for HR practices is associated with these underlying HRM values.

Keywords::

• Best practice
• chinese HRM
• HR practices
• multinational enterprises
• repertory grid
• values

Notes

^1. In the contemporary Western HRM perspective, reliance on top-down instructions would not typically be considered a ‘soft’ approach to HRM. However, in traditional Chinese society, dependence and reliance on instructions from leaders was readily accepted and so did not detract from commitment by followers. Thus, it is argued that reliance on top-down instructions in traditional Chinese people management is related to the ‘soft’ approach to HRM as it is embedded in a number of values that was associated with commitment in the relationship between leaders and followers.