Loughborough University
Leicestershire, UK
LE11 3TU
+44 (0)1509 263171
Loughborough University

Loughborough University Institutional Repository

Please use this identifier to cite or link to this item: https://dspace.lboro.ac.uk/2134/6473

Title: Employee tenure and the nationality of joint ventures in China
Authors: Zimmermann, Angelika
Liu, Xiaohui
Buck, Trevor
Keywords: China
Employee tenure
Firms
HRM practices
Nationality
Retention
Sino-foreign joint ventures
Issue Date: 2009
Publisher: © Routledge (Taylor & Francis)
Citation: ZIMMERMANN, A, LIU, X., and BUCK, T.W., 2009. Employee tenure and the nationality of joint ventures in China. International Journal of Human Resource Management, 20 (11), pp. 2271-2291.
Abstract: The retention of qualified Chinese employees is an increasing concern for managers in China today. Various studies have highlighted the rise of turnover rates, and many have suggested how human resource practices can help promote retention. However, little research has compared employee tenure or the use of human resource practices for retention between firms of different nationality in China. From a theoretical point of view, such comparisons: are likely to reveal differences; would be vital for gaining a better understanding of the phenomenon; and would help us in establishing best practice. We therefore conducted a comparison of average employee tenure and the use of HR practices between Sino-foreign joint ventures with Western (EU/US), overseas Chinese (Hong Kong/Taiwan), and other Asian (Japanese/Korean) partners. Primary data from questionnaire surveys were obtained from a total of 316 joint ventures in Beijing, Tianjin, and Qingdao. We found a significant relationship between nationality and tenure. Tenure was the highest in overseas Chinese, moderate in Japanese/Korean, and lowest in Western firms. The results also suggest that the variation in tenure between nationalities was partly mediated by the firms’ use of a human resource practices. We discuss these results in terms of cultural differences and the long-term orientation of human resource systems.
Description: This is an electronic version of an article that was accepted for publication in the International Journal of Human Resource Management [© Routledge (Taylor & Francis)] and the definitive version is available at: http:dx.doi.org/10.1080/09585190903239658
Version: Accepted for publication
DOI: 10.1080/09585190903239658
URI: https://dspace.lboro.ac.uk/2134/6473
ISSN: 0958-5192
1466-4399
Appears in Collections:Published Articles (Business School)

Files associated with this item:

File Description SizeFormat
Resubmission IJHRM 29 April.pdf220.01 kBAdobe PDFView/Open

 

SFX Query

Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.