Guiyao Tang

Collectivistic-HRM, firm strategy and firm performance: An empirical test

This study tests the effect of collectivism-oriented HRM (C-HRM) and that of firm strategy on firm performance among samples of international firms. Based on the relevant literature, we predict that C-HRM should have a positive effect on firm performance. Moreover, we argue that a contingent factor, i.e. firm strategy of product diversification, should have a direct negative effect on firm performance. Moreover, this firm strategy should also moderate the relationship between C-HRM and firm performance. Analyzing empirical data from multiple sources to test relevant hypotheses in a major emerging economy, i.e. P.R. China, we found evidence supporting our hypotheses. The paper concludes with a discussion of the implications of the findings.

Green human resource management practices: scale development and validity

Previous studies on green human resource management (GHRM) are mainly positioned at theoretical or qualitative level. There is urgent need to develop a valid measurement of GHRM and then to offer more insights into the implication of it on individual or organizational performance. The aim of this study was to propose and validate an instrument to measure GHRM. Based on exploratory analysis (study 1), it was established that GHRM includes five dimensions: green recruitment and selection, green training, green performance management, green pay and reward, and green involvement. Confirmatory factor analysis (study 2) was used to confirm the factor structure of study 1. The results indicated that the proposed measurement is valid. This study is the first and also the most comprehensive one to measure main human resource practices for environmental management, which can provide broader focus for further research and for practitioners.

How effective human resource management promotes corporate entrepreneurship: evidence from China

Strategic human resource management (SHRM) represents a set of HRM practices that are aligned with firm strategies. The relationship between SHRM and organizational performance has been extensively examined; however, whether and how SHRM influences corporate entrepreneurship remains unknown. Based on the resource-based perspective, this study examined a model linking SHRM with corporate entrepreneurship. The importance of HRM peoples political skill for a firms development of devolved management through SHRM implementation was also examined. Data from a survey of 201 Chinese manufacturing firms confirm a significant relationship between SHRM and corporate entrepreneurship and that the relationship is partially mediated by a devolved management style. The relationship between SHRM and devolved management was shown to be stronger for firms with more politically skillful HRM people.

Entrepreneurial orientation and innovation performance: roles of strategic HRM and technical turbulence

This study advances research on the return from entrepreneurial orientation by examining how a firms internal system (i.e. strategic human resource management) and the external environment (i.e. technical turbulence) within which a firm operates interact in the relationship between entrepreneurial orientation and product innovation performance. Using a matched sample of 151 chief executive officers and other top executives from Chinese manufacturing firms, this study finds that entrepreneurial orientation is positively related to product innovation performance and that this relationship is stronger among firms implementing strategic HRM practices to a greater extent. Furthermore, the three-way interaction test indicates that the interactive effect of entrepreneurial orientation and strategic HRM practices on product innovation performance is stronger for firms operating in a less turbulent environment.

The Importance of Ethical Leadership in Employees’ Value Congruence and Turnover

This study investigates the relationship between leadership, value congruence, and employees’ intention to leave in China’s hospitality industry. We test the moderating effect of cultural values on the relationships between these factors using data gathered from employees at ten branches of a major restaurant chain in South China. Our results show (1) a positive relationship between ethical leadership and leader–follower value congruence, (2) a significant moderating effect of collectivism on the relationship between ethical leadership and leader–follower value congruence, (3) a negative relationship between leader–follower value congruence and employees’ intention to leave, and (4) a significant mediating effect of value congruence on the relationship between ethical leadership and employees’ intention to leave. Although these findings apply only to the restaurant industry, it is clear that ethical behavior by group leaders builds value congruence and discourages employee turnover.

High-performance work system and employee creativity: The roles of perceived organisational support and devolved management

Purpose The purpose of this paper is to examine the underlying mechanism through which high-performance work system (HPWS) influences employee creativity. In addition, this paper aims to examine contingent factors in the relationship between perceived organisational support and employee creativity. Design/methodology/approach The sample of the study included 268 employees and matched supervisors from two pesticide chemical companies in China. Hypotheses were tested with linear regressions. Findings The study shows that HPWS enhances perceived organisational support, which in turn promotes employee creativity. Moreover, the results also indicate that devolved management positively moderates the relationship between perceived organisational support and employee creativity. Research limitations/implications The unique environment of China may limit the generalisability of the findings. Future studies can extend these findings by conducting studies in other societal contexts. Practical implications When trying to inspire employee creativity, organisations need to pay attention to employees’ perception of organisational support. One way of enhancing perceived organisational support is to implement HPWS. In addition, organisations need to encourage devolved management in order to inspire more creative behaviours. Originality/value This is the first study that explores the mediating role of perceived organisational support in the HPWS-employee creativity linkage. In addition, the study provides what is believed to be the first test of the moderating role of devolved management.