Managing Human Resources in China: An Empirical Study

Abstract

This paper deals with management, industrial training and human resources develop ment in six Chinese business corporations, in both heavy and light industrial contexts in the post-Cultural Revolution period. It covers organization, training, apprenticeship, promotion, grading and rewards. It concludes that greater professionalism and specialization now characterize Chinese firms, partly based on structural responses from before the Cultural Revolution, but also partly based on the needs of the new economic reforms of the 1980s.

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