Striking a balance between globalization and localization in human resource management (HRM) requires a better understanding of the cross-national differences in terms of both the status quo and the socially desirable HRM practices. With this purpose in mind, we examined the hiring practices in ten different countries or regions using the Best International Human Resource Management Practices Survey (BIHRMPS). Our empirical findings revealed more divergence than convergence in current recruiting practices, but they also suggest that organizations around the world are indeed in the process of converging on ways of recruitment even though the current selection criteria may still be driven by each country's prevalent cultural values. © 2002 Wiley Periodicals, Inc.

Divergence or Convergence: A Cross‐National Comparison of Personnel Selection Practices

This monograph reports and compares “desirable” leadership traits, and leadership traits actual exhibited by managers and supervisors as defined by responses on the original English and a Chinese language translation of the Ohio State University leadership behaviour description questionnaire XII (LBDQ XII). From anecdotal evidence and personal experience, the researcher found considerable difficulty in transferring research results from Hong Kong, Taiwan and Singapore to useful practice in the interior of China and performed this study in an attempt to gain understanding for management training courses. Data was collected for 220 managers and supervisors in two hotels in the interior of China. Both expatriate and indigenous Chinese managers were included. All supervisors were Chinese. A significant (p < 0.05) difference between Chinese and non‐Chinese expatriates was observed for factor: Tolerance of Freedom, interestingly, with the Chinese managers indicating more tolerance of freedom than the expatriate managers. Nonetheless, Chinese supervisors believed the ideal manager should be even more tolerant of freedom than their managers (p < 0.01).

Desirable leadership behaviours of multi‐cultural managers in China

This article explores the meaning of work patterns for working populations in two Chinese contexts, namely Hong Kong and Beijing. Five core meaning of work variables are measured and related to the socio-cultural and political-economic environments in the two locations. The analysis suggests some areas of similarity but also significant differences in meaning of work patterns. Both Chinese contexts display a high work centrality orientation and a highly pragmatic, instrumental view of work. There are subtle differences in perceived work goal importance and outcome patterns that are in part attributable to different socio-economic conditions. Copyright

The meaning of work in Chinese contexts: A comparative study

Export growth has been a major contributor to the economic development of China. Underpinning this growth was the development of special economic zones, the reform of SOEs, and the adoption of new models of human resource management. Few empirical studies, however, have been conducted to explore the effects of human resource management on the export performance of Chinese firms. This was the purpose of this study. Based on a survey of 96 SOEs in four special economic zones, the research found that human resource management had a substantial impact on enterprise performance as measured by export growth and the percentage of export sales. The article concludes by suggesting avenues for future research. © 2003 Wiley Periodicals, Inc.

The impact of human resource management on export performance of Chinese manufacturing enterprises

Attitudes of Chinese employees toward organizational socialization were compared in the People's Republic of China (PRC) (n = 300), Hong Kong (n = 197), and Singapore (n = 363). Employees evaluated...

Employee Attitudes toward Organizational Socialization in the People's Republic of China, Hong Kong, and Singapore:

In response to cultural and economic changes, human resource practitioners can potentially play a role of balancing tensions in the organization. A future perspective of new roles and structures for HRM is considered in the Chinese context. Possible directions for research are outlined.

Human resource management practice in China: A future perspective

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Human resource management practice in China: A future perspective