Challenges in HRM Research in China Shuming Zhao Professor and Dean School of Business Nanjing University Nanjing 210093, China Tel.: 025-83592077 Fax:

Challenges in HRM Research in China

Shuming ZhaoShuming ZhaoProfessor and DeanSchool of BusinessNanjing University

Nanjing 210093, ChinaTel.: 025-83592077Fax: 025-83317769

E-Mail: [email protected]

© Dr. Prof. Shuming Zhao, School of Business, Nanjing University [email protected] 2

Nice Reminder 　温馨提示““Tell me, and I will forget,Tell me, and I will forget,　　听到，我会忘记，听到，我会忘记，　　 Show me, and I may remember,Show me, and I may remember,　　看到，我会记住，看到，我会记住，　　 Involve me, and I will understand.”Involve me, and I will understand.”　　参与，我会明白。参与，我会明白。

　　　　　　　　　　　——　　　　　　　　　　　—— Confucius Confucius 　　　　　　　　　　　　　　孔子　　　　　　　　　　　　　　　孔子　　　　　　　　　


Today’s Agenda

Ten Hot Topics and four Difficult Ten Hot Topics and four Difficult Issues Issues

HRM Research Focus in ChinaHRM Research Focus in China Issues and Challenges for the Science Issues and Challenges for the Science

of HRMof HRM


Ten Hot Topics on HRM1. Legal Requirements

China government gradually raised the level for normaliChina government gradually raised the level for normalizing the labor market and enforcing the laws (Labor Lazing the labor market and enforcing the laws (Labor Law, Contract Law, Employment Promoting Law, etc.). w, Contract Law, Employment Promoting Law, etc.).

Facing the competition challenges and managing becomes more and more multiple and flexible, company human resource management should meet the government legal requirements.

Research topics: External environment of HRM, sucResearch topics: External environment of HRM, such as law, labor market, competitors, etc. influencing h as law, labor market, competitors, etc. influencing HRM. HRM.


2. Self Innovation

Chinese government proposes to establish Chinese government proposes to establish Innovated nation, the key is the talent.Innovated nation, the key is the talent.

How to improve self innovation and creation How to improve self innovation and creation motivation through management is a very motivation through management is a very important subject to HRM. important subject to HRM.

Research topics: Innovation, creation, Research topics: Innovation, creation, entrepreneur, entrepreneurship, etc.entrepreneur, entrepreneurship, etc.


3. Internationalization of Talent

From 1978-2005From 1978-2005 ，， China attracted US$600 billion FDI and inveChina attracted US$600 billion FDI and invested US$50 dollars abroad. MNCs have established more than 8sted US$50 dollars abroad. MNCs have established more than 800 R&D or engineering centers in China. China needs more inte00 R&D or engineering centers in China. China needs more internationalized talentsrnationalized talents

What is the criteria for internationalized talents? Sony hired What is the criteria for internationalized talents? Sony hired HoHoward Stringer ward Stringer as Chairman of the Board and CEO,as Chairman of the Board and CEO, Pepsi Cola hired Pepsi Cola hired IIndra Nooyi as CEO,ndra Nooyi as CEO, PingAn PingAn hired hired Richard David Jackson as PrRichard David Jackson as President of the Commercial Bankesident of the Commercial Bank (Someone has a good command of (Someone has a good command of a foreign language, understand market economic rules, has intera foreign language, understand market economic rules, has international views, operation capability, and good performance.)national views, operation capability, and good performance.)

Research topics: internationalization of talent, professionalizatioResearch topics: internationalization of talent, professionalization, marketization, and internationalization of managersn, marketization, and internationalization of managers


4. Frequent Changing leadership

Multinational companies, state-owned enterprises, Multinational companies, state-owned enterprises, and private firms are all facing the problem of and private firms are all facing the problem of frequent changing leadership and high turnover rate.frequent changing leadership and high turnover rate.

How to select employees, especially the senior How to select employees, especially the senior managers? Is it a good idea for the state-owned firms managers? Is it a good idea for the state-owned firms to have all managers to retire at the age of 60? to have all managers to retire at the age of 60?

Research topics: Employee Turnover rates, Employee Research topics: Employee Turnover rates, Employee engagement, employee satisfaction, etc.engagement, employee satisfaction, etc.


5. Layoffs

Company’s layoff brings challenges to the Company’s layoff brings challenges to the employee relations. employee relations.

Research topics: layoff, employee Research topics: layoff, employee relationshiprelationship


6. Labor Cost and Compensation

Labor cost increased, especially key positions.Labor cost increased, especially key positions. How to determine compensation, based on time, How to determine compensation, based on time,

piece of work, technical capability, knowledge, piece of work, technical capability, knowledge, management, performance? management, performance?

Research topic: human capital, compensation Research topic: human capital, compensation system, higher performance organizations, system, higher performance organizations, performance management and appraisal.performance management and appraisal.


7. High Work Pressure

Entrepreneurs, managers, professional Entrepreneurs, managers, professional people, and even workers feel high work people, and even workers feel high work pressures.pressures.

How to balance life, work, study, and How to balance life, work, study, and family? How to deal with the conflictsfamily? How to deal with the conflicts

Research topics: improving the quality of Research topics: improving the quality of work-life, balancing the conflict of work, work-life, balancing the conflict of work, family and lifefamily and life


8. Labor Relations

Lots of conflicts between employers and employees Lots of conflicts between employers and employees and between management and employeesand between management and employees

Union LawUnion Law Case: Wal-Mart, Apple Computer Inc. , KFC, Case: Wal-Mart, Apple Computer Inc. , KFC,

McDonald’s, and Pizza Hut in ChinaMcDonald’s, and Pizza Hut in China Research Topics: Labor relations, collective Research Topics: Labor relations, collective

bargaining, trade unions, and union leadersbargaining, trade unions, and union leaders


9. Labor Market and College Graduates

College graduates feel more difficult to find jobs: College graduates feel more difficult to find jobs: 700,000 college students could not find jobs when 700,000 college students could not find jobs when graduated in 2004; 900,000 in 2005; 1.2 million in 2006; graduated in 2004; 900,000 in 2005; 1.2 million in 2006; and the number might reach 1.5 million in 2007. China and the number might reach 1.5 million in 2007. China will change from “degree society” to “competency will change from “degree society” to “competency society”. society”.

Shortage of technical people Shortage of technical people Research topics: human resource planning, educating Research topics: human resource planning, educating

and training college students, employment for college and training college students, employment for college graduatesgraduates


10. Professional Education and Training programs

Fast growing professional degree programs: MBA, Fast growing professional degree programs: MBA, EMBA, MPAcc, MPA, Engineering, etc.EMBA, MPAcc, MPA, Engineering, etc.

Company training, EDPsCompany training, EDPs Research topics: organization development, organizatiResearch topics: organization development, organizati

onal competences, organizational learning, training anonal competences, organizational learning, training and development, career planning and developmentd development, career planning and development


Four difficult Issues1. Culture

Under traditional Chinese culture, organizations first Under traditional Chinese culture, organizations first considers equality in compensation system, not moticonsiders equality in compensation system, not motivation.vation.

China is a society paying much attention to the issueChina is a society paying much attention to the issues of face, network, and s of face, network, and guanxiguanxi..

Some of the Chinese cultural phenomena affect humSome of the Chinese cultural phenomena affect human resource management in China. an resource management in China.

Research Topics: Multinational Business Management, ManagResearch Topics: Multinational Business Management, Managing Foreign Companies in China, Managing Chinese Compaing Foreign Companies in China, Managing Chinese Companies abroad, Cross-cultural Management, etc. nies abroad, Cross-cultural Management, etc.


Human Resources: the Core of Cross-Cultural Management

Cultural differences affect the efficiency of Cultural differences affect the efficiency of organizations through people’s minds, organizations through people’s minds, values and behavior. values and behavior.

It is also humans (for example, the It is also humans (for example, the managers) who implement cross-cultural managers) who implement cross-cultural management. management.


For Example:

Multinational Staffing PoliciesFour Approaches:Four Approaches: Ethnocentric:Ethnocentric: All key positions are filled by parent-couAll key positions are filled by parent-cou

ntry nationals. ntry nationals. Polycentric:Polycentric: HCNs are recruited to manage subsidiaries HCNs are recruited to manage subsidiaries

in their own country and PCNs occupy positions at corpin their own country and PCNs occupy positions at corporate headquarters.orate headquarters.

Geocentric:Geocentric: utilizing the best people for the key jobs thrutilizing the best people for the key jobs throughout the organization, regardless of nationality.oughout the organization, regardless of nationality.

Regiocentric:Regiocentric: defining as functional rationalization on defining as functional rationalization on a more-than-one country basis, one way is to divide its oa more-than-one country basis, one way is to divide its operations into geographical regions and transfer staff witperations into geographical regions and transfer staff within these regions. (regional headquarters)hin these regions. (regional headquarters)


Cross-cultural management is a fascinatingly Cross-cultural management is a fascinatingly complex subject. Cross cultural knowledge complex subject. Cross cultural knowledge and awareness can assist executives to and awareness can assist executives to improve management skills. More improve management skills. More importantly, it can also help business leaders importantly, it can also help business leaders make the right strategic decisions.make the right strategic decisions.

Cross-cultural ManagementCross-cultural Management


2. Concept

Many HRM problems caused by unclear concepts. Many HRM problems caused by unclear concepts. Human resource management is the theory, techniques, Human resource management is the theory, techniques,

methods, and tools for studying the adjustment of people and methods, and tools for studying the adjustment of people and their relations in the organization, connection between work their relations in the organization, connection between work and its relations, matching the people and work in order to and its relations, matching the people and work in order to fully develop human resource management, tap people’s fully develop human resource management, tap people’s potentials, motivating people, promoting the work efficiencies potentials, motivating people, promoting the work efficiencies and meeting the organizational objectives. and meeting the organizational objectives.

Research topics: human resource management in a Research topics: human resource management in a transitional period, functions of human resource transitional period, functions of human resource management, human behavior, etc. management, human behavior, etc.


3. System

Companies do not have prefect governance Companies do not have prefect governance Many state-owned enterprises have no core Many state-owned enterprises have no core

competencies competencies Private firms are managed by family members and Private firms are managed by family members and

relatives, it is difficult to practice human resource relatives, it is difficult to practice human resource management system. management system.

Research topics: human resource management Research topics: human resource management system innovation in different regions, different system innovation in different regions, different ownership, different industriesownership, different industries


4. Methodology

At present, organizations start to pay attention to At present, organizations start to pay attention to human resource management, but they do not know human resource management, but they do not know how to do it. how to do it.

We need not only to learn HRM theories, but also We need not only to learn HRM theories, but also study HRM methods, techniques, and tools.study HRM methods, techniques, and tools.

Many HR managers are learning different kinds of new Many HR managers are learning different kinds of new methods and tools, such as KPI, 360 degree feedback, methods and tools, such as KPI, 360 degree feedback, balance score card, etc., But they do not know what balance score card, etc., But they do not know what the best and suitable tool is for their firms.the best and suitable tool is for their firms.

Research topics: HRM theories, methods, Research topics: HRM theories, methods, techniques, and tools. techniques, and tools.


Today’s Agenda

Ten Hot Topics and four Difficult Ten Hot Topics and four Difficult Issues Issues

HRM Research Focus in ChinaHRM Research Focus in China Issues and Challenges for the Science Issues and Challenges for the Science

of HRMof HRM


Some of the Modern HRM Theories from other Areas

Resource based theory from political science Resource based theory from political science Work cost theory from economics Work cost theory from economics Human resource strategy theory from corporate Human resource strategy theory from corporate

strategystrategy System theory from sociology System theory from sociology Behavior theory from psychologyBehavior theory from psychology


Three Important Focuses in the Research of HRM in China

Global HRMGlobal HRMStrategic HRMStrategic HRMEvaluation on HRM efficiency and Evaluation on HRM efficiency and

effectivenesseffectiveness


I. Global HRM Globalization has potential implications for virtually all

of the research needs and directions we already have identified.

Today's increasingly global, competitive marketplace has Today's increasingly global, competitive marketplace has driven considerable changes in labor markets, and has driven considerable changes in labor markets, and has transformed the practice of Human Resource transformed the practice of Human Resource Management. Management.

Expanded multinational operations within large Expanded multinational operations within large companies, combined with increased technology and companies, combined with increased technology and communication capability, have led to vast diffusion of communication capability, have led to vast diffusion of global “best practices” in HRM.global “best practices” in HRM.


As a global company, the only way to succeed is to As a global company, the only way to succeed is to develop an effective global human resource develop an effective global human resource management system with personnel capable of management system with personnel capable of designing and implementing transnational business designing and implementing transnational business strategies. strategies.

In most cases firms have historically gone from In most cases firms have historically gone from domestic, to international, to multinational, and finally to domestic, to international, to multinational, and finally to global operations.global operations. At each phase, the approach to At each phase, the approach to human resource management changes significantly human resource management changes significantly along with the changes in competitive strategy, company along with the changes in competitive strategy, company structure, the product or service being marketed, profit structure, the product or service being marketed, profit margin, and expenditure required for research and margin, and expenditure required for research and development. development.

Global HRM


Four issues should be researched as firms go to global operations

Expatriate, Local Managers and their career DevelopmeExpatriate, Local Managers and their career Development nt

Function of Global HRM, such as recruitment, training, Function of Global HRM, such as recruitment, training, performance evaluation, compensation, Labor relations, performance evaluation, compensation, Labor relations, etc. etc.

Cross Cultural ManagementCross Cultural Management Managing diversified workforce Managing diversified workforce

Global HRM


Phase I: Domestic

CultureCulture In domestic firms, international cross-cultural In domestic firms, international cross-cultural

differences are not important. differences are not important. Human ResourcesHuman Resources

There are no expatriates. Therefore, cross- There are no expatriates. Therefore, cross- cultural training and development is not an issue.cultural training and development is not an issue.


Phase II: International

CultureCulture Cultural sensitivity becomes very important to Cultural sensitivity becomes very important to

market and clients in each foreign country. market and clients in each foreign country.

Human ResourcesHuman Resources The international firms now include many The international firms now include many

expatriates. Good people but not great people expatriates. Good people but not great people (not future CEOs) are sent abroad.(not future CEOs) are sent abroad.


Phase III: Multinational CultureCulture In the multinational phase, cultural sensitivity becomes slightly less In the multinational phase, cultural sensitivity becomes slightly less

important outside the firm. While multiculturalism begins to important outside the firm. While multiculturalism begins to become less important outside the firm, it becomes more important become less important outside the firm, it becomes more important inside of the company. Staff from different parts of the world work inside of the company. Staff from different parts of the world work together on a day-to-day basis. By this stage, attention to together on a day-to-day basis. By this stage, attention to developing cross- cultural skills is needed for working both inside developing cross- cultural skills is needed for working both inside and outside the organization.and outside the organization.

Human ResourcesHuman Resources The person making decisions for foreign operations is no longer The person making decisions for foreign operations is no longer

an expatriate marketing expert, but rather a valued manager of a an expatriate marketing expert, but rather a valued manager of a worldwide line of business. In this phase, as the approach worldwide line of business. In this phase, as the approach changes to multinational, the managers who are sent abroad tend changes to multinational, the managers who are sent abroad tend to be more senior and therefore, more central to the company's to be more senior and therefore, more central to the company's core management.core management.


Phase IV: Global CultureCulture

A global organization needs to understand cross- cultural A global organization needs to understand cross- cultural differences both inside and outside the organization. Managing differences both inside and outside the organization. Managing global boards and senior executive committees requires a global boards and senior executive committees requires a sophisticated understanding of cultural differences in interaction sophisticated understanding of cultural differences in interaction patterns and in attitudes towards time, influence, and problem patterns and in attitudes towards time, influence, and problem solving styles. solving styles.

Human ResourcesHuman Resources In this global Phase, the number of expatriates again increases. In this global Phase, the number of expatriates again increases.

Managers are sent abroad as the "glue of the company" to Managers are sent abroad as the "glue of the company" to coordinate and integrate strategic activities, not merely to coordinate and integrate strategic activities, not merely to complete particular tasks. complete particular tasks.


Cross Culture HRM in China In particular, multinational companies have increasingly set up

operations for manufacturing and services in China, bringing with them HRM practices from all around the world. The importation of new management practices has changed the nature of the labor market and the practice of HRM, and will potentially have an impact on Chinese society.

These external forces are paralleled by unprecedented economic reform and the enactment of employment laws that are changing the nature of organizational forms and management practices within China. China's entry to the World Trade Organization has further heightened the global competition in the Chinese domestic markets.


Topics needed to be researched

What is the current state of HRM practices in China? whWhat is the current state of HRM practices in China? what theories may explain the variations in HRM systems? at theories may explain the variations in HRM systems?

How do multinational companies influence HRM practicHow do multinational companies influence HRM practices in China? What processes may lead to or what may aes in China? What processes may lead to or what may account for any similarities or differences in HRM practicccount for any similarities or differences in HRM practices or systems between the MNCs and the Chinese firms? es or systems between the MNCs and the Chinese firms?

What have been the consequences of different HRM praWhat have been the consequences of different HRM practices or systems in China?ctices or systems in China?


Topics needed to be researched (Continued)

What have been the intended and unintended consequWhat have been the intended and unintended consequences (individual, group, company, or societal) of diffences (individual, group, company, or societal) of different HRM practices? erent HRM practices?

What are the roles, competencies, and behaviors of HWhat are the roles, competencies, and behaviors of HR professionals in Chinese firms compared to MNCs aR professionals in Chinese firms compared to MNCs and what may account for potential similarities or diffend what may account for potential similarities or differences? rences?

What are the developments in industrial relations in CWhat are the developments in industrial relations in China including the role of unions and labor laws on Hhina including the role of unions and labor laws on HRM practices and labor-management relations? RM practices and labor-management relations?


HRM Professionalization and HR Competence

The word professional is often used to judge a person’s work behavior and to signify a superior performance.

Competence refers to an individual’s knowledge, skills, abilities, or Competence refers to an individual’s knowledge, skills, abilities, or personality characteristics that directly influence his or her job personality characteristics that directly influence his or her job performance. performance.

Human resources have become increasingly integral to the success of firms. At the same time, HR professionals have identified the key competencies required for their field. No longer merely a "personnel" function, HR is essential to a business’s success. To this end, HR professionals at all levels should establish industry-wide certification programs that embrace not only the classic administrative aspects of the position but also the financial and general business knowledge that helps ensure that HR will drive a firm’s success. HR certification programs


HR Competencies Most of the theoretical work and research on professionalization

originated from the sociological literature rather than the industrial and organizational psychology or management literature. As a result, much of the research on professionalization emphasizes the processes underlying the formation of a profession rather than the process through which professional skills are identified, developed, and maintained.

There is arguably an even greater need for research examining how HR competencies, once identified, can be most effectively developed. Which HR competencies can be acquired effectively through

formal HR training (i.e., HR graduate programs), and which require experiential learning or significant on-the-job experience?


2. Human Resource Management System Model based on Strategy

Value Evaluation and Distribution（ Performance Appraisal and Compensation）

Value Evaluation and Distribution（ Performance Appraisal and Compensation）

Pphilosophy and Mission Pphilosophy and Mission

Business Strategy Business Strategy

Individual Needs and self-actulization

Individual Needs and self-actulization

Demand on Employees by firms

Demand on Employees by firms

HRM Management and Development SystemHRM Management and Development SystemHRM Management and Development SystemHRM Management and Development System

Culture and ValuesCulture and ValuesCulture and ValuesCulture and Values

HRM Techniques HRM Techniques HRM System HRM System HRM Mechanism HRM Mechanism HRM Process HRM Process


Knowledge Integration

Knowledge Integration

HumanCapital

Customer Capital 　

Social Psychological Capital 　 Capital

Co

re Co

mp

etence

Co

re Co

mp

etence

HR

M P

ractic

es, su

ch as recru

itmen

t, train

ing

, perfo

rman

ce man

agem

ent,

com

pen

sation

, etc.

HR

M P

ractic

es, su

ch as recru

itmen

t, train

ing

, perfo

rman

ce man

agem

ent,

com

pen

sation

, etc. System

Knowledge Creation

Knowledge Creation

Intellectual Capital

Strategic Competency

Human Resources

Knowledge Transformation

Knowledge Transformation

Learning and Innovation

ChangeChange

StoreStore

EvolutionEvolution

Integration, restructuring, acquiring, and using resources in order to adapt the market change and operation ability of creating market change. RenewalRenewal

ValueValue

RareRare

Difficult to copy

Difficult to copy

Organized Organized

Strategic HRM Model


3. Evaluation on HRM Efficiency and Effectiveness

(1) HR Index Survey, such as (1) HR Index Survey, such as

Morale measurement, Morale measurement, (2) HR Reputation (2) HR Reputation (3) HR Accounting (3) HR Accounting (4) HR Auditing (4) HR Auditing (5) HR Case Studies(5) HR Case Studies (6) HR Cost Control(6) HR Cost Control (7) HR Benchmarking (7) HR Benchmarking


(8) HR Key Index, such as (8) HR Key Index, such as employee workemployee work

attitude, absenteeism, overtime, and attitude, absenteeism, overtime, and

organization performance organization performance (9) HRM Efficiency Index, such as (9) HRM Efficiency Index, such as GE uses GE uses

Employee Relations Index, some firms use Employee Relations Index, some firms use

HR Performance Index.HR Performance Index. (10) HR Management by Objectives(10) HR Management by Objectives (11) HR Profit Center(11) HR Profit Center (12) Analysis on Investment and Return(12) Analysis on Investment and Return (13) HR Index: 15 factors(13) HR Index: 15 factors (14) Application of HR Evaluation Methods(14) Application of HR Evaluation Methods


Today’s Agenda

Ten Hot Topics and four Difficult Ten Hot Topics and four Difficult IssuesIssues

HRM research Focus in ChinaHRM research Focus in China Issues and Challenges for the Science of Issues and Challenges for the Science of

HRMHRM


How to Combine Theory and Practice Unlike other fields, HRM does not have a grand or

integrative theory. Furthermore, some have criticized HRM as being an a theoretical, problem-driven field. The state of HRM theory is the result of HRM's diverse theoretical roots, coupled with the fact that earlier HRM academic pursuits simply were designed to address (immediate) practitioner problems.

Human resource management field is a multidisciplinary field with roots in psychology, sociology, management, education, economics, etc.

The field of HRM continues to evolve in practice as it does as an area of research and scholarship.


There should be more collaboration between nonacademic and academic field. HRM researchers should recognize the importance of such collaborations. Business-university research partnerships

Such partnerships and collaborations can stimulate theory development and testing (from anecdote and observation to theory) on real-world problems and issues.

How to Combine Theory and Practice


How to Use Multi-level Analysis

Historically, scholars have had more experience in the field of HRM at developing theory at the individual level of analysis. A large number of studies have examined individual practice

independent of any other HR practices that might exist.

However, since 1980, with the influx of work in business strategy and its integration with HRM, there has been more of a macro focus in certain areas in the field. Some recent studies have focused on sets of HR practices.

These studies treat multiple HR practices as a system.


The Individual Level Analysis Traditionally, micro HRM research has explored the impact

of HR practices on individuals. Based on foundations, such as industrial/organizational psychology and industrial engineering, this kind of research largely explores how HR can increase individual productivity, quality, or satisfaction. It often entails manipulating relevant HR practices in an experimental format, and then examining the impact on individuals or assessing individuals on some characteristic (skills, abilities, attitudes, etc.) and relating the assessments to some performance measure (productivity, absenteeism, turnover). In all cases, however, the goal of the research is to identify and account for variance among individuals.


The Organization Level Analysis More recent macro HRM research examines the impact of HR

practices using the organization (corporation or business unit) as the level of analysis. Most often this research assesses variables through asking an informed respondent to provide the relevant value for his/her organization. This kind of research tends to focus on the variance in relevant variables across organizations, assuming relative uniformity in the variable within the organization.

This focus on the macro or organization level also has promoted the importance and significance of HRM, because the typical dependent or criterion variable used is organization performance. In recent years, due to an increasing global and competitive environment, organizations have been downsizing and streamlining operations. As such, despite an increased strategic view of HRM, organizations have been outsourcing HRM functions such as training (Ford).


By taking a macro view of HRM, especifically a strategic view of HRM, both HRM researchers and professionals have the potential to underscore the importance of HRM by highlighting its importance to organizational performance.

The field of HRM is now in a position to deal more effectively with research at different levels—individual, group, division, organization, and so forth. A typology of HRM researchA typology of HRM research

The Organization Level Analysis


Strategic HRM Strategic HRM Industrial relationsIndustrial relationsHigh performance work High performance work systemsystem

Isolated functionsIsolated functions

(i.e. research aimed at (i.e. research aimed at demonstrating a relationship demonstrating a relationship between a particular functional between a particular functional area and firm performance)area and firm performance)

Psychological contract Psychological contract Employment relationshipEmployment relationship

Traditional / functional HRMTraditional / functional HRMIndustrial / organizational Industrial / organizational psychologypsychology

Number of HRM practices

Level of analysis

Organization

Individual

Source: Wright, P. M., Boswell, W. R., Desegregating HRM: A Review and Synthesis of Micro and Macro Human Resource Management Research, Journal of Management, 2002, 28(3), 247–276

A typology of HRM research


Researchers are beginning to learn and use more complex statistical techniques such as repeated measures regression and hierarchical linear modeling. These techniques enable researchers to simultaneously test out individual, group, and organizational level effects. More multilevel data sets become available and researchers have a much better understanding in multilevel statistical techniques.


Thank youThank you ！！


Dr. Shuming ZhaoDr. Shuming ZhaoProfessor and DeanProfessor and DeanSchool of BusinessSchool of BusinessNanjing UniversityNanjing University

Nanjing, 210093Nanjing, 210093P.R. ChinaP.R. China

Tel.: 86-25-83593419 (D)Tel.: 86-25-83593419 (D)

86-25-83592077 (O)86-25-83592077 (O)Fax: 86-25-83317769Fax: 86-25-83317769

E-mail: [email protected]: [email protected]

Documents

Challenges in HRM Research in China Shuming Zhao Professor and Dean School of Business Nanjing University Nanjing 210093, China Tel.: 025-83592077 Fax: