英语论文网

University of Stirling
August 2009

ABSTRACT
Very few empirical studies have been focused on the influence of Chinese traditional culture on HR practices in Chinese family business (CFB) in despite of their increasingly outstanding contributions to national economy. Nowadays, the CFBs have confronted with noticeable problems and deficiencies concerning HR practices, which impede their development to a large degree. Because Chinese traditional culture is rooted in ‘family’ (Chen, 1995a) and the dominant ideology is patrimonialism (Chen, 2004), Chinese family firms are characterized by strong family values and sophisticated paternalism. In addition, guanxi, renqing and mianzi, as the most distinctive characteristics of Chinese relationships are also taken into consideration. Focusing on the certain HR practices (recruitment and selection, training, the salary and reward system) in a small-sized Chinese family firm in Southeastern China, this study attempts to fill a gap in the literature by exploring the degree of Chinese culture as an invisible and underlying reason affecting HR practices. Results show that HR practices in small-sized Chinese family firms seem particularly primitive 代写留学生论文
and implemented in an exclusive and arbitrary way. The recruitment and selection system seems to be established for candidates who are either non-family members or have no ‘guanxi’ with the top management. There are few standard training programs in small sized family firms where, instead, generally adopt the master-apprentice model. The seemingly reasonable salary and reward system is in fact not fair. Family members take priority over non-family members in terms of recruitment and selection, training and salary and reward. Non-family members are marginalized and treated as costs rather than assets. People who have relationship (guanxi) with the top management seem to be treated better than non-relationship employees, but less secure than family members. It is suggested that the family business owners be considered the vital factor in improving the current situation provided they change their traditional thoughts and values first.

List of Content
ABSTRACT 1
Chapter 1 Introduction 3
1.1 Introduction 3
1.2 Research Area 3
1.2.1 Background 3
1.2.2 Chinese Family Business Issue 1
1.3 Motivation for the Study 7
1.4 Research Scope 7
1.5 Research Objectives 8
1.6 Structure of the Study 8
Chapter 2 Literature Review 9
2.1 Introduction 9
2.2 Human Resource Management 9
2.2.1 Human Resource Management Definition 9
2.2.2 Effectiveness of HR Practices 10
2.2.3 No Universal Model of HRM 11
2.3 HRM Development in China 12
2.4 HR Practices and Culture 13
2.4.1 Role of Culture 13
2.4.2 Culture Definition 13
2.4.3 Role of National Culture 14
2.4.4 Hofstede’s Work on National Culture 14
2.4.5 Implication of HR Practices 14
2.5 Family Business Issue 16
2.5.1 Definition of Family Business 17
2.5.2 HR practices in Family Business 17
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