HRM practices in selected industries in China, 2011 / by An Bing.

Thesis (Doctor of Philosophy in Management) Cavite State University

Includes bibliographical references.

Graduate Studies Open Learning College (GSOLC)

AN, BING, HRM Practices in Selected Industries in China, 2011. A dissertation. Doctor of Philosophy in Management. Cavite State University, Indang, Cavite. January 2012. Adviser: Dr. Florita V. Miranda.
This study was conducted to identify the HRM practices being employed by the different industries in China. Specifically, the study aims to: (l) determine the sociodemographic profile of the respondents; (2) determine the respondents' assessment on the seven management practices of the different companies; (3) determine how a firm should treat its human resources as an important asset based on the seven management practices.and (4) determine the association of the different management practices.
Results showed that majority of the respondents (57%) were still young
considering that their ages ranged from 20 to 29 years. On the other hand, thirty-eight percent of the respondents had finished their bachelor's degree while 36 percent finished
vocational courses. In terms of the income of the respondents, it ranged from RMB 3,001
to RMB 18,000 with an average income of RMB 8,640.68. The results showed that the
length of service of the respondents ranged from I to 30 years with an average of 6.96 years. Fifty-five percent of the respondents had been in the service from I to 5 years. This large number of respondents who had been new in the service could be explained by the fact that majority (57%) of them belong to the young age group of 20 to 29 years. Hence, they may be considered newly employed. Another 25 percent had 6 to 10 years length of
service while only two percent each had 21 to 25 and 26 to 25 lengths of service. respectively. 'I his time, the small number of respondents who had been working for more than 21 years could be explained by the small number of respondents who belonged to
the older age bracket of 40 to 49 years (7%) and 50 to 59 years (2%). Lastly, majority of the respondents (83%) reported that they worked in large companies while 15 percent reported they were employed in medium sized companies.
With regards to the employees' assessment of the seven management practices employed by their respective companies, results showed that information sharing ranked first in the employees' assessment of the seven-management practice deployed by their companies. It has a mean score of 3.7 with verbal interpretation of "agree" which means that the respondents agreed that information sharing is very much practiced in their companies. The respondents also "agreed" that they are secured in their employment with mean score of 3.65. They believed that they have employment security since the companies strictly followed selective hiring which was rated by the respondents with a mean score of 3.63 and verbal interpretation of "agree". Employees' assessment of the respondents on how firm should treat its resources as an important asset based on the seven management practices which include employment security, selective hiring, self-management teams, high compensation, extensive training programs, reduction of status differences and sharing of information was also taken consideration in the study. With regards to employment security, results showed that the statement stating that job security in their organization is almost guaranteed to their employees got the highest mean score of 4.10 with a verbal interpretation of "agree". The respondents also agreed on the statement saying that it is very difficult to dismiss their employees from his job from their respondents with mean score of 3.80. Meanwhile, with regards to selective hiring, results showed that having a large pool of applicants was ranked number one by the respondents having a mean score of 3.0. This is perhaps the reason why the different companies got a
mean assessment of 4.10 as regards job security. They can hire the best employees because there are a lot of applicants to choose form and therefore imply turn-over is not that fast. This scenario is highlighted more by the fact that the organization is simply emphasizing qualities that are actually differentiated among those in the applicant pool with mean score of 3.75. In terms of self-management teams and decentralization, the respondents rated it with an overall mean score of 3.28 or they moderately agreed on the practices as regards self-management. They only "agreed" on the statement stating that their organization allowed their employees to pool their ideas to come up with better solutions to problems. In terms of self-management teams and decentralization, the respondents rated it with an overall mean score of 3.28 or they moderately agreed on the practices as regards self-management. They only "agreed" on the statement stating that their organization allowed their employees to pool their ideas to come up with better solutions to problems. The respondents also moderately agreed on HR practice of substituting peer-based control for hierarchical control of work and they moderately agreed that their organization incurred lesser cost for having an individual whose job is to solely watch other people while doing their work. Meanwhile, with regards to compensation, of the four specific statements, only one was assessed to be agreed upon by the respondents. This was on the area that their companies pay them according to their skills with mean score of 3.4. Overall, the respondents only moderately agreed on the contingent compensation that they expect from their companies with overall mean score of 2.7. On the other hand, in terms of conduct of training programs, they agreed that extensive training programs were provided by their organization with mean score of 3.85. This is so for they believed that such training programs are essential components of high performance with mean score of 3.5. Overall, the respondents agreed that they were provided with training programs with mean score of 3.4. Results also showed the respondents moderately agreed on the reduction of status differences in their organizations with overall mean score of 3.13. They perceived that the following concerns were not addressed properly by their organization. These concerns include reduction of status distinctions that separate individuals and for others in believing that they are less valued with mean scores of 3.17 and 3.09, respectively. Lastly, with regards to information sharing, results showed that there is a mixed response of the respondents concerning it. They strongly agreed that it is a basic and an essential component of high-performance work with mean score of 4.2. Moreover, they agreed that sharing information on financial performance and strategy was practiced conveying to employees that they were trusted with mean score of 3.7. However, they moderately agreed that unless given information they cannot contribute to enhancing organizational performance with mean score of 3.2.

Submitted copy to the University Library. 05-08-207 T-6612