ABSTRACT
This chapter addresses a number of key research questions, namely: What are the manager and employee perspectives of the strategic human resource management/high performance work systems (SHRM/HPWS) implemented in China? What insights can we gain of SHRM and HPWS in state-owned enterprises (SOEs) and domestic private enterprises (DPEs) in China? What HRM systems can organizations develop to encourage positive attitudes of employees? What direction should managers and organizations take in implementing strategies for HRM and HPWS? It draws a relatively comprehensive picture of the adoption and implementation of HPWS at the organizational level in Chinese indigenous companies from both 'top-down' and 'bottom-up' perspectives. The chapter attempts to close the gap in current literature, which focuses more on managerial perspectives than on employees' perspectives, as well as lacks comparative studies between the two groups. It presents the research context, followed by managerial and employees' responses to the adoption and implementation of SHRM/HPWS, and concludes by highlighting a number of meaningful implications.
