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Understanding C hinese non‐managerial employees' response to western HRM : changes in turnover intention
Author(s) -
Jin Jiafei,
Chen ChihChieh,
Fosh Patricia,
Chen Yang
Publication year - 2014
Publication title -
asia pacific journal of human resources
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.825
H-Index - 33
eISSN - 1744-7941
pISSN - 1038-4111
DOI - 10.1111/1744-7941.12025
Subject(s) - pride , feeling , business , collectivism , perspective (graphical) , multinational corporation , hofstede's cultural dimensions theory , turnover intention , human resource management , work (physics) , business administration , marketing , psychology , organizational commitment , management , social psychology , political science , individualism , economics , mechanical engineering , finance , artificial intelligence , computer science , law , engineering
C hinese lower‐level employees' perspective on western‐style HRM is neglected. Partly remedying this gap, we report changes in non‐managerial employees' feelings as they move from employment in C hinese‐owned enterprises to that in A nglo‐ A merican‐invested multinational corporations ( MNC s). We investigate the employees' appreciation of their enterprise and three work aspects linked both to their enterprise HRM environment and to C hinese cultural emphases. Our findings show that increases in pride in enterprise and in feeling responsible for own work correlate significantly with increased intention to stay, but increases in feeling involved in enterprise decision‐making do not. This suggests that C hinese non‐managerial employees appreciate western‐style HRM practices that resonate with their cultural values but not otherwise. Further, this suggests that C hinese cultural emphases on mianzi , collectivism and power distance remain important for non‐managerial employees and that C hinese MNC unit managers, when introducing HRM practices, need to take account of possible differences in outlook between them and their subordinates.