The end of the 'iron rice-bowl': whither Chinese human resource management?

By D. Ding, Keith Goodall, M. Warner. 2000

187 citations recorded by the source corpus.

This study examines the degree to which enterprise reforms in the PRC have affected human resource management practices over the 1990s. A comparison is made between state-owned enterprises and joint venture firms, involving a national sample of sixty-two companies ranging from those in the North to those in the South. Our main findings show how organizational inertia has obstructed the change of the mind-sets associated with the 'iron rice-bowl' that characterized Chinese state-owned enterprises (SOEs) before economic reform. The main conclusions of the research point to ownership, location and size of the firm as the main factors affecting the evolution of HRM in Chinese enterprises.

Subfields: Political Science and International Relations, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/9de988c6fe5f1784ed0114c55dc05d85de4bcb2d

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Citations in the corpus

The relationship of mentoring and network resources with career success in the Chinese organizational environment (2006, background): “As a consequence, only a small proportion of organizations, mostly foreign multinational companies and joint-venture enterprises, employ contemporary human resource management systems (Ding et al., 2000, 2004; Warner, 2004).”
Work values, job satisfaction and organizational commitment in China (2012, background): “The traditional evaluation system focuses on the so-called ‘iron rice bowl’ (called tie fan wan in Chinese) which ensures ‘job for life’ at any cost (Ding, Goodall and Warner 2000 ).”
The impact of perceived corporate social responsibility on organizational commitment and the moderating role of collectivism and masculinity: evidence from China (2014, background): “First, the erosion of job security that has arisen from the policies introduced by the Communist government during the opening up and reform period has led to employees becoming less loyal toward their organizations and more interested in maximizing their individual welfare (Ding et al. 2000; Lo et ”
Transferring human resource practices from the United Kingdom to China: the limits and potential for convergence (2003, background): “Recent studies portray China’s labour-management system as being in a state of transition (Warner, 1999; Ding et al., 2000).”