An empirical study of high performance HRM practices in Chinese SMEs
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 evaluatio...
| Main Authors: | , , |
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| Format: | Journal Article |
| Published: |
Routledge
2006
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| Subjects: | |
| Online Access: | http://hdl.handle.net/20.500.11937/24649 |
| _version_ | 1848751489383661568 |
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| author | Zheng, C. Morrison, M. O'Neill, Grant |
| author_facet | Zheng, C. Morrison, M. O'Neill, Grant |
| author_sort | Zheng, C. |
| building | Curtin Institutional Repository |
| collection | Online Access |
| description | 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. |
| first_indexed | 2025-11-14T07:53:32Z |
| format | Journal Article |
| id | curtin-20.500.11937-24649 |
| institution | Curtin University Malaysia |
| institution_category | Local University |
| last_indexed | 2025-11-14T07:53:32Z |
| publishDate | 2006 |
| publisher | Routledge |
| recordtype | eprints |
| repository_type | Digital Repository |
| spelling | curtin-20.500.11937-246492017-02-28T01:38:24Z An empirical study of high performance HRM practices in Chinese SMEs Zheng, C. Morrison, M. O'Neill, Grant SME performance human resource management practices employee commitment China 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. 2006 Journal Article http://hdl.handle.net/20.500.11937/24649 Routledge restricted |
| spellingShingle | SME performance human resource management practices employee commitment China Zheng, C. Morrison, M. O'Neill, Grant An empirical study of high performance HRM practices in Chinese SMEs |
| title | An empirical study of high performance HRM practices in Chinese SMEs |
| title_full | An empirical study of high performance HRM practices in Chinese SMEs |
| title_fullStr | An empirical study of high performance HRM practices in Chinese SMEs |
| title_full_unstemmed | An empirical study of high performance HRM practices in Chinese SMEs |
| title_short | An empirical study of high performance HRM practices in Chinese SMEs |
| title_sort | empirical study of high performance hrm practices in chinese smes |
| topic | SME performance human resource management practices employee commitment China |
| url | http://hdl.handle.net/20.500.11937/24649 |