Line and HR executives' perceptions of HR effectiveness in firms in the People's Republic of China

Hitoshi Mitsuhashi, Hyeon Jeong Park, Patrick M. Wright, Rodney S. Chua

Research output: Contribution to journalArticlepeer-review

76 Citations (Scopus)


This paper examines the differences in perceptions of the importance and effectiveness of human resources (HR) practices in firms operating in the People's Republic of China. The major finding is that while there are no significant differences between HR and line executives' perceptions of the importance of each functional area in human resource management (HRM), there are significant differences between line and HR executives' perceptions of the effectiveness of these areas. Line and HR executives both view the issue of securing, developing and maintaining human resources as a critical issue for the execution of daily operations and long-term strategic plans. However, line executives perceive HR performance effectiveness as significantly lower in these functional areas than HR executives do. Therefore, HR departments are not meeting the performance expectations of line executives. There are three possible reasons for the poor performance of HR departments. First, government intervention may limit HR departments' ability to act strategically. Second, HR departments may not have enough power to act strategically. Third, HR departments may have few capabilities to respond to line executives' demands.

Original languageEnglish
Pages (from-to)197-216
Number of pages20
JournalInternational Journal of Human Resource Management
Issue number2
Publication statusPublished - 2000 Apr
Externally publishedYes


  • Effectiveness
  • HR activities
  • Line executives
  • Line executives' evaluation of HR
  • Strategic human resource management
  • The People's Republic of China

ASJC Scopus subject areas

  • Strategy and Management
  • Organizational Behavior and Human Resource Management
  • Management of Technology and Innovation


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