英语论文网

t extent do these practices resemble what are considered ‘HR’
practices in the Western literature ?
This article reports the study of a large, wholly foreign-owned toy manufacturing
firm (ToyCo) in China. The objective of the study is to explore whether FDImanufacturing firms in China inevitably operate in a Taylorist fashion, where then a t u re of the production re q u i res mass volume of labour with low skills, in contrast tothe much praised HR model of bluechip MNCs in the country, or whether there is a32 HUMAN RESOURCE MANAGEMENT JOURNAL, VOL 14 NO 3, 2004‘ t h i rd way’ in which good HR practices may be adopted on the (seeminglysweatshop) ground, hand in hand with some harsher practices such as routinisation ofwork, lack of employment security and non-observation of labour regulations. An indepthcase study approach is deployed to examine factors that shape the HR and
employment practices of ToyCo. This study is highly necessary in light of the gro w i n gdiversity in the patterns of FDI companies operating in China in terms of theirownership stru c t u re, product market, management style and HR strategy, both for
managers and workers.

 

Acknowledgements
I would like to thank two re f e rees for their extremely useful comments on the earlier
version of this article.
REFERENCES
Ashforth, B. and Mael, F. (1989). ‘Social identity theory and the organisation’. A c a d e m y
of Management Review, 14: 1, 20-39.
B e e c h l e r, S. and Yang, J. (1994). ‘The transfer of Japanese-style management to
American subsidiaries: contingencies, constraints, and competencies’. Journal of
International Business studies, 25: 3, 467-492.
Benkhoff, B. (1997). ‘Better performance through organisational identification: a test
of outcomes and antecedents based on social identity theory’, in The Search for
Competitiveness and its Implications for Employment (ed), J. Wickham, Dublin: Oak
Tree Press.
Bjorkman, I. and Fan, X.C. (2002). ‘Human re s o u rce management and the performance
of Western firms in China’. International Journal of Human Resource Management, 13: 6,
8 5 3 - 8 6 4 .
Bjorkman, I. and Lu, Y. (1999). ‘The management of human re s o u rces in Chinese-
Western joint ventures’. Journal of World Business, 34: 3, 306-324.
Bjorkman, I. and Lu, Y. (2001). ‘Institutionalisation and bargaining power explanations
of human re s o u rce management in international joint ventures: the case of Chinese-
Western joint ventures’. O rganization Studies, 22: 3, 491-512.
Braverman, H. (1974). Labour and Monopoly of Capital, New York: Monthly Review
P ress.
B rown, M. (1969). ‘Identification and some conditions of organisational involvement’.
Administrative Science Quarterly, 14: 3, 346-56.
Fang Lee Cooke
HUMAN RESOURCE MANAGEMENT JOURNAL, VOL 14 NO 3, 2004 49
Buchanan, B. (1974). ‘Building organisational commitment: the socialisation of
managers in work organisation’. Administrative Science Quarterly, 19: 4, 533-46.
B u d h w a r, P. and Debrah, Y. (2001). ‘Introduction’ in Human Resource Management in
Developing Countries (eds), P. Budhwar and Y. Debrah, London: Routledge, 1-15.
Chan, A. (1995). ‘Chinese enterprise reforms: convergence with the Japanese model?’.
Industrial and Corporate Change, 4: 2, 449-70.
Chan, A. (2001). C h i n a ’s Workers under Assault: the Exploitation of Labour in a Globalising
E c o n o m y, New York: M.E. 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。