Work-Related Attitudes among Chinese Employees vis-à-vis ‘American’ and ‘Japanese’ Management Models

  • Nailin Bu
  • Ji-Liang Xu
Part of the Studies on the Chinese Economy book series (STCE)


Prior to the introduction of the Dengist reform programmes, Chinese employees, especially those working for the SOEs, expected their enterprises to provide not only lifetime employment, but also welfare provisions including pensions, housing, paid sick leave, meal services, recreation facilities, healthcare, daycare and schools (Walder, 1986; Zhu, 1995). Despite the provision of such extensive benefits, Chinese employees did not develop a very strong commitment to their enterprise, as reflected by their low level of work effort and productivity (Yeung and Wong, 1990; Stapanek, 1992). Additionally they, though eager to cultivate particularistic and clientelistic guanxi with their superiors in exchange for favours, were generally not disciplined by managerial rules and procedures, as indicated by a high rate of absenteeism and the frequency with which they ran personal errands during work hours (Walder, 1986; Beck and Beck, 1990; Stapanek, 1992). Creating a new system of management that would alter such unproductive attitudes and behaviours has clearly been one of the most important imperatives for China’s economic reform programmes in the industrial sectors (see Chapter 2).


Human Resource Management Managerial Authority American Counterpart Chinese Enterprise Personal Power 
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© Palgrave Macmillan, a division of Macmillan Publishers Limited  2000

Authors and Affiliations

  • Nailin Bu
  • Ji-Liang Xu

There are no affiliations available

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