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Putting Strategic Human Resource Management in Context: A Contextualized Model of High Commitment Work Systems and Its Implications in China

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  • Kim, Sunghoon
  • Wright, Patrick M.

Abstract

This study contributes to strategic human resource management (HRM) research by offering a contextualized model of HRM effectiveness. Building on HR attribution theory, we propose that the high commitment work system will be more effective in a context when: (i) employees are conditioned to trust employers and (ii) regulatory institutions are less restrictive, giving management more autonomy in human resource decisions. In such contexts, we argue that employees are more inclined to view the high commitment work system as an expression of the employer's genuine concern for employees. Hence, employees are more likely to reciprocate with high commitment. We find our contextualized HRM effectiveness model particularly useful in understanding HRM – firm performance relations in China where business environments are currently under transformation on both trust and regulations.

Suggested Citation

  • Kim, Sunghoon & Wright, Patrick M., 2011. "Putting Strategic Human Resource Management in Context: A Contextualized Model of High Commitment Work Systems and Its Implications in China," Management and Organization Review, Cambridge University Press, vol. 7(1), pages 153-174, March.
    • Handle: RePEc:cup:maorev:v:7:y:2011:i:01:p:153-174_00
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    Cited by:

    1. Chuang, Chih-Hsun & Chen, Shyh-jer & Chuang, Ching-Wen, 2013. "Human resource management practices and organizational social capital: The role of industrial characteristics," Journal of Business Research, Elsevier, vol. 66(5), pages 678-687.
    2. Qinghua Zhu & Hang Yin & Junjun Liu & Kee‐hung Lai, 2014. "How is Employee Perception of Organizational Efforts in Corporate Social Responsibility Related to Their Satisfaction and Loyalty Towards Developing Harmonious Society in Chinese Enterprises?," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 21(1), pages 28-40, January.
    3. Ali Murat BOYRAZ & Hatice ÖZUTKU, 2019. "Yüksek Performanslı Çalışma Sistemlerinin Algılanan Örgütsel Performans ve Finansal Performansa Etkisi: Türk Bankacılık Sektöründe Bir Araştırma," Istanbul Business Research, Istanbul University Business School, vol. 48(2), pages 248-283, November.
    4. Mohammad Rabiul Basher Rubel & Nadia Newaz Rimi & Tim Walters, 2017. "Roles of Emerging HRM and Employee Commitment: Evidence from the Banking Industry of Bangladesh," Global Business Review, International Management Institute, vol. 18(4), pages 876-894, August.
    5. Zheng, Qinqin & Luo, Yadong & Maksimov, Vladislav, 2015. "Achieving legitimacy through corporate social responsibility: The case of emerging economy firms," Journal of World Business, Elsevier, vol. 50(3), pages 389-403.

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