Theory and Practice of Human Resource Management:A Comparative Analysis of Foreign-owned and Chinese-owned Cosmetic Firms

摘要

Drawing on qualitative data, this paper presents a study examining the relationship between Human Resource ( HR) practices and workplace performance in two cosmetic firms located in Southern China. The workplaces are matched in terms of size and technology but they differ in regard to ownership, one being owned by a Chinese private company, another being controlled by a US-owned firm. We find that the US-owned firm uses more western HR practices than the Chinese firm and the relationship between HR and line is stronger in US-owned firm. We argue that western style HR policies and practices are more contributed to workplace performance. However, weaker Chinese style HR is effective when it matches with the organizational culture, the reality of development stage, and the workers perceptions. Our study is also informed by a strategic perspective, for selection, training and reward systems and workplace culture need to be aligned to the firm and workplace' business strategy. We show how ownership affects HR systems and we highlight how the changing institutional context explains some similarities and differences in HR between the two firms. Arguably our major contribution is to provide a thick description and explanation of human resource management in two cases in Southern China. This enables the development of several hypotheses for testing in our further on-going research. Finally, our detailed comparative case research raises questions about recent Chinese research findings and questions the relevance of theory based on the US and European experience.