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Conceptions of modern management and of skill in China have developed out of quantitative, production oriented traditions that have tended to downplay the human side of management, training and development. Based on recent survey and case study research this paper argues that some organizations are moving away from such narrow definitions. These tend to be resource rich, larger enterprises, often in modern growth sectors and organizations exposed to foreign practice (either by virtue of foreign ownership or investment, or as a result of exposure to the pressures of global competition through operation in international markets). Skills shortages are faced by organisationsthroughouti China. However, employers do not generally feel that the education system is serving to address these skills needs. The varying conceptions of modern management shape the manner in which organizations recruit from, and build, informal education provision. Many resource rich employers arousing formal education as a selection mechanism, selecting the educational elite and continuing to develop them. Those organisationsthat have limited access to highly qualified recruits are also least likely to be in a position to provide extensive or high quality training. Consequently the divide between resource rich and resource poor organizations, in terms of both organizational resources and employees’ opportunities for skill acquisition, learning and development, seems likely to widen.

Introduction
The Chinese economy is in a state of transition with traditional State-owned enterprises (SOEs) co-existing with a growing private sector. Some organizations are moving away from the traditional ‘iron rice bowl’ practices once prevalent throughout Chinese industry. Typically the iron rice bowl model was based on state ownership of companies, the central allocation of resources including labor, jobs for life, egalitarian pay and the provision of company accommodation and welfare (Davies, 1995; Good all and Warner, 1997; Warner, 1993, 1999). These factors generated an environment in many organisationswhere quality and profit were not major concerns, where enterprises were often massively overstaffed, with egalitarian salaries and rewards and few incentives to encourage high levels of worker performance. As a consequence organizations were often highly inefficient and unproductive (Davies, 1995).
Although enterprise reforms have impacted upon all organizations in China, these traditional practices have left an enduring legacy. Elements of the old iron rice bowl model may still be seen but some organizations are now using these as part of deliberate strategies to attract and retain key staff (e.g. housing assistance or employer funded social insurance) (Good all and Warner, 1997). In this paper it is argued that it is the resource rich enterprises (typically the large, foreign funded or internationalorganisations) that have more autonomy and greater resources to be able to implement such incentives thus increasing the organizations’ ability to recruit ‘high potential’, highly educated personnel. Smaller enterprises and private Chinese enterprises in particular, may be unable to provide comparable incentives. Departures from the egalitarianism of ‘iron rice bowl’ practices have been suggested to enable some organizations prom本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。