Efficacy of high-performance work practices in Chinese companies

Abstract

This paper examines the impact of high-performance work system (HPWS) techniques on workers' job attitudes and work behaviors in a Chinese context. The paper further tests the model using pooled samples from state-owned enterprises (SOEs) and private enterprises (PEs). Although Chinese companies face considerable challenges gaining a competitive edge other than low labor cost, state enterprises are in especially dire straits. Examination of the dynamics of how HPWS can help these Chinese firms become more competitive is a rather timely and important inquiry. We collected data from over 630 employees in four organizations representing two different industries in China. In general, the results indicated that the HPWSs enhanced their organizational commitment, and reduced work withdrawal behaviors and turnover intentions. Most interestingly, we find that the pooled sample from SOEs and PEs demonstrated different paths for these relationships, which points to very important theoretical and practical implications.

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