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Drawing on both social identity theory (SIT) and social exchange theory (SET), the purpose of this paper is to theorize a moderated mediation model that links perceived high-performance work systems (employee-HPWS) to organizational identification (OID).

Findings are based on two-waved time-lagged data from a sample of 306 employees in four major state-owned commercial banks in South China. Hierarchical regression analyses and bootstrapping were used to analyze the data.

Distributive, procedural and interpersonal justice mediated the positive relationship between employee-HPWS and OID. Besides, perceived supervisor support moderated the relationship between employee-HPWS and organizational justice, the relationship between procedural justice and OID, and the indirect effect of employee-HPWS on OID through procedural justice.

This study considers the mediating and moderating mechanisms that link HPWS to OID, highlights differences between firm-level management-HPWS and individual-level employee-HPWS, and examines the antecedents of employee OID based on both SET and SIT.

The purpose of this paper is to examine the mediation role of psychological ownership for the organization (PO-O) in the relationships between human resource management (HRM) bundle and job satisfaction, affective commitment and job performance.

Based on multilevel data analysis, 705 employees from 162 small- and medium-sized enterprises in China, this study adopted an empirical design.

PO-O mediates the relationships between HRM bundle and job satisfaction, affective commitment and job performance.

These findings highlight the importance of HRM bundle to contribute to employees’ feelings of ownership for the organization and their well-being and job performance. Longitudinal design and multiple sources at multi-stage for data collection in future research would be required for the further understanding of the relationships between the variables of this study. A single organizational and cultural context is not sufficient; broader testing in different organizational and cultural contexts is required.

Managers should develop employees’ feeling of ownership by using HRM bundle. They can thus gain a competitive advantage by enhancing employees’ skills, knowledge and abilities, as well as improving their well-being and performance.

This study extends the current literature by providing theoretical and empirical explanations of the mediating role of psychological ownership in the HRM bundle-employee outcomes relationship using a cross-level research design.

This paper aims to identify the mechanisms through which cognitive diversity affects creativity. It explores how and in what ways cognitive diversity affects team members by examining the mediating roles of team learning and inclusion.

Questionnaire survey data were collected from matched supervisor and employee pairs from a direct sales company in the health-care industry in China. The final sample consisted of 216 employees from 48 teams, with a response rate of 90 per cent. Each employee’s immediate supervisor rated his or her creativity and in-role performance.

The empirical results indicate that team learning and inclusion mediate the effect of cognitive diversity on creativity.

This study was conducted in a single organisation in China and used subjective self-reported measures.

The results suggest that diversity training reduces the negative consequences of team diversity and offer practical insights into the effectiveness of diversity management and the ways to create a diverse and inclusive workplace. The study should help human resource professionals to identify human resources strategies that stimulate an inclusive environment and leverage the benefits associated with higher levels of diversity.

The findings have significant implications for developing and maintaining social harmony.

The uniqueness of this study is its simultaneous investigation of diversity and inclusion and how they lead to creativity.

The purpose of this paper is to explain how and under what condition empowering leadership is related to employee creativity from the social exchange and motivational perspective.

Data were collected from a sample of 535 supervisor-subordinate dyads using online questionnaire survey.

Employee openness to experience (a creative personality) moderated the indirect effect of empowering leadership on employee creativity via either motivation to learn or trust in leader. The indirect effect of empowering leadership on creativity via motivation to learn occurs only for employees with lower level of openness to experience, whereas that via trust in leader occurs only for employees with higher level of openness to experience.

Cross-sectional research design is a major concern.

The findings offer guidance to help practitioners or executives to stimulate subordinates motivation to increase their creative performance through learning and trust that matched with the individual’s openness to experience, thereby improving the effectiveness of empowering leadership.

This study extend our understanding on the mechanism linking empowering leadership and employee creativity by testing the mediating influences of motivation to learn and trust in leader and the moderating influence of openness to experience.

Examines the compensation method used in state‐owned enterprises in the People′s Republic of China. A questionnaire survey of 504 workers′ attitudes towards compensation practices regarding wages, bonuses, pensions, unemployment compensation and other incentives was conducted. Research results revealed that there was strong agreement among respondents for the ranking of the different forms of compensation practices. The respondents preferred a performance‐based compensation system as opposed to an egalitarian system. These results give some insight into designing a compensation package and the direction for economic reforms in enterprises.

On the expiration of the 99‐year lease, on 30 June 1997, Hong Kong will revert to the control of China and become a special administrative region (SAR) under Chinese Sovereignty. Civil servants in the British colony will continue to play a vital role to ensure the smooth transfer of sovereignty in 1997. In the period of political change, they are facing a number of critical issues that may affect their careers and morale. Sources of discontent include: slow growth in the number of civil servants; in some cases even a reduction in size through privatization; pension payment beyond 1997; the localization process; career path and tension between specialisst and generalists; and increasing conflict between the upper and lower grade civil servants. Increasing intervention from the PRC Government makes the job of civil servants more difficult. Discusses views from civil servants concerning their careers.

Describes the attitude of Chinese managers towards their work. Compares predictors of organizational commitment between Chinese managers in Hong Kong and Taiwan. Explores relationships between the perceived career prospects and organizational commitment. Considers the implications for career and management development.

This study seeks to examine how individual and organizational characteristics as well as attitudinal factors can affect the network composition of female managers. Another of its objectives is to examine the effect of cross‐gender network on the quit intention of female managers.

A survey questionnaire was administered, seeking information on the personal characteristics and attitudes of the 91 managers, the characteristics of the organization for which the respondent works, and the network characteristics of the respondents in Hong Kong.

The results show that positive attitudes towards women's leadership qualities and higher ratio of females in top management positions are associated with a lower cross‐gender instrumental network for females. Perceived discrimination or being married encourages female managers to seek a cross‐gender network. Cross‐gender networks reduce the quit intentions of female managers.

The study offers a better understanding of how networks change involves an examination of both the characteristics of the network holder and the larger context in which the network holder is located. It contributes to the scant evidence on the consequences of cross‐gender networking for female managers in the Chinese context.

The rapid economic growth and industrialization of Hong Kong has created more job opportunities for women; nearly one‐in‐two have jobs. Women comprised 37 per cent of Hong Kong′s total work‐force, but held only 20 per cent of the managerial positions. Discusses the general working environment of women in management, wage differentials, sexual segregation, discrimination and perception and attitudes towards women as managers. Looks at the problems and difficulties encountered by women who enter management and gives recommendations for women aspiring to management positions.

The present study utilizes institutional theory as a framework to analyze human resource (HR) practices in the People's Republic of China, Taiwan, and Hong Kong. It looks at the influence that environmental factors such as social and political systems, legislation, the power of labor unions and trade associations have on the adoption of HR practices. The salient institutional characteristics of the three Chinese societies are described, and then the influence of unions and labor legislation at the firm level are highlighted. In addition, the HR function and current human resource management (HRM) practices are explored using four distinct dimensions of HRM practices (i.e. staffing, training, performance evaluation, and compensation) among the three Chinese societies. The configurations of HR systems are quite different across the three Chinese societies. This paper attempts to explain the similarities and differences in HRM practices from the perspective of institutional theory. Practical implications and future research directions are provided.