ABSTRACT
This conclusion presents some closing thoughts on concepts discussed in the preceding chapters of this book. The book addresses four questions: What are the strategic human resource management/high performance work systems (SHRM/HPWS) adopted and implemented in China from manager and employee perspectives? What insights can we gain about 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 and intentions to stay? What direction should managers and organizations take in implementing strategies for HRM and HPWS? It explores the adoption and implementation of SHRM in general, and HPWS in particular, in SOEs and DPEs. The book aims to develop a better understanding of how SHRM/HPWS influence employees in terms of their job satisfaction and turnover intention. It shows how SHRM/HPWS influence employee attitudes and intentions in China and also provides insights beyond a Chinese and Western model.
