ABSTRACT
This study takes a contextualized approach to examine the structures, measures and predictive value of four human resource management (HRM) systems in China. Synthesizing the established concepts in the Western literature with the indigenous practices in the Chinese workplace, we contextually adapt the conceptual components of commitment-based, collaboration-based, controlled-based and contract-based HRM systems. Using data from 224 organizations, we found a pluralistic structure of the HRM systems, consisting of two discriminant dimensions within each HRM system, and a high-order model encompassing all HRM systems. In addition, we found different predictive value of the HRM systems firm innovation, cost reduction and bottom-line performance. Ideas for future research and practical implications are also discussed.
