Changing workplace relations in the Chinese economy (Studies by M. Warner

By M. Warner

This quantity makes an attempt to seem past the 'iron rice bowl' employment approach that has typified chinese language place of work family members because the early Nineteen Fifties and the way Deng's monetary reforms considering that 1978 have replaced its 'jobs for all times' and 'cradle to the grave' welfare preparations. half I covers the advance of commercial relatives within the PRC considering the fact that 1949, the evolution of its alternate unions in either state-owned and joint-venture organizations and the position of state-owned companies as embodiments of this lifetime employment process. half II proceeds to examine ongoing empirical examine on present labour-management practices, person and collective contracts, human source administration in joint ventures, performance-based rewards structures and altering staff' attitudes. half III considers wider matters, such the expansion of unemployment as a result of structural reforms, the demanding situations to 'socialist' office kinfolk and the position of equipped labour in modern chinese language economic system and society.

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Extra resources for Changing workplace relations in the Chinese economy (Studies on the Chinese Economy)

Sample text

1 The Maoist Party-state and trade unions In the ‘workers’ states’ from the very start a fundamental question was debated as to why it should be necessary to have a trade union, given that in theory the Party-state was the embodiment of the workers’ aspirations. Immediately after the October Revolution in the Soviet Union, a compromise relegated the trade union to the role of a ‘trans34 Anita Chan 35 mission-belt’ between the state and the workers, a phenomenon characterized by students of socialist systems as ‘classic dualism’ (Pravda and Ruble, 1986:1–21).

The unity of politics and economic leadership (zhengzhi lingdao he jingji lingdao de tongyi) was the first principle here; the second was to Malcolm Warner and Ying Zhu 23 examine and select cadres (jiancha he xuanze ganbu); one-man management (yizhang zerenzhi) came next; democratic centralism (minzhu jizhongzhi) was fourth. The Chinese added six more features to the Soviet-inspired principles (Kaple, 1994:63): these were Party-sponsored socialist competition (shehui zhuyi jingsai) with its potential to motive workers; the Bolshevik style of leadership (buershiweike de lingdao zuofeng) mainly concerning Party cadres in enterprises; the productionterritorial system (shengchan quyu zhi), a form of straight line supervision (zhixian guanli zhi) where directors of workshops or offices have only one person to report to; economic accounting (jingli hesuan) with little added from its Soviet counterpart; socialist remuneration (anlao jichou de shehui zhuyi fenpei yuanze) based on Stalin’s dislike of ‘wage levelling’; finally, planned management (guanli de jihaxing) based on the planned economy as a whole (1994:64–5).

The concepts, terminology and practices have correspondingly changed, albeit with a time-lag, particularly given the ‘organizational inertia’ of not only the SOE sector but also the wider ‘mind-set’ it engendered (see Goodall and Warner, 1997). In time, China may move closer to industrial relations and HRM as understood internationally but may be more likely to do so in line with a collaborative Asian model rather than the adversarial Western one (see Warner, 1999). So far, political transformation in the post-Deng era seems to be peaceful and smooth.

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