Line and HR executives' perceptions of HR effectiveness in firms in the People's Republic of China

By Hitoshi Mitsuhashi, H. Park, Patrick M. Wright, R. Chua. 2000

112 citations recorded by the source corpus.

This paper examines the differences in perceptions of the importance and effectiveness of human resources (HR) practices in firms operating in the People's Republic of China. The major finding is that while there are no significant differences between HR and line executives' perceptions of the importance of each functional area in human resource management (HRM), there are significant differences between line and HR executives' perceptions of the effectiveness of these areas. Line and HR executives both view the issue of securing, developing and maintaining human resources as a critical issue for the execution of daily operations and long-term strategic plans. However, line executives perceive HR performance effectiveness as significantly lower in these functional areas than HR executives do. Therefore, HR departments are not meeting the performance expectations of line executives. There are three possible reasons for the poor performance of HR departments. First, government intervention may limit HR departments' ability to act strategically. Second, HR departments may not have enough power to act strategically. Third, HR departments may have few capabilities to respond to line executives' demands.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/ab2747b09d54f6b833da065ecedf498c2a9b9d89

How researchers see this paper

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In Organizational Behavior and Human Resource Management

  1. Jyotsna Bhatnagar
  2. Anuradha Sharma
  3. Geetha Jose
  4. S. R. Mampilly
  5. A. Som

In Strategy and Management

  1. Jyotsna Bhatnagar
  2. Anuradha Sharma
  3. A. Som

Citations in the corpus