Data of this study were collected from 239 supervisor-subordinate dyads working in a foreign-invested enterprise in China. Structural equation modeling and hierarchical multiple regression analyses were employed to test the hypotheses. Results showed that procedural justice, informational justice, and distributive justice contributed positively to POS. POS was positively related to social exchange, and negatively related to economic exchange. Furthermore, both social exchange and economic exchange acted as the mediators on the relationship between POS with affective commitment, but not on the relationship between POS with in-role performance and organizational citizenship behavior. Discussions are made on the study's findings as well as its theoretical and practical implications. Limitations of the study and future research directions are also suggested. / Past research on employee-organization exchange relationships mostly used perceived organizational support (POS) to represent social exchange relationship. Such approach confuses the conceptual meanings of POS and social exchange, and excludes economic exchange in the analysis of employment relationships. The roles of POS, social exchange, and economic exchange have not been properly specified and examined in a conceptual model. In addition, research on POS focuses on procedural justice and hence neglects the roles of other types of justice perceptions (e.g., distributive justice and informational justice) as antecedents of employees' outcomes. This limits our full understanding of the determinants, process, and consequences of exchange relationships between employees and their organization. To fill the above research voids, this study develops a comprehensive model to examine the relationships among organizational justice, POS, social and economic exchanges, and three major employees' outcomes (i.e., affective commitment, in-role performance, and organizational citizenship behavior). In view of the unique characteristics and dynamic changes in employment relationships, China has been chosen as the research site. / Loi Chi Ho. / "August 2006." / Adviser: Hang-Yue Ngo. / Source: Dissertation Abstracts International, Volume: 68-02, Section: A, page: 0639. / Thesis (Ph.D.)--Chinese University of Hong Kong, 2006. / Includes bibliographical references (p. 142-156). / Electronic reproduction. Hong Kong : Chinese University of Hong Kong, [2012] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Electronic reproduction. [Ann Arbor, MI] : ProQuest Information and Learning, [200-] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Abstracts in English and Chinese. / School code: 1307.

published_or_final_version / Public Administration / Master / Master of Public Administration

published_or_final_version / Business Administration / Master / Master of Business Administration

published_or_final_version / abstract / Public Administration / Master / Master of Public Administration

Chan Hau-leung. / Bibliography: leaves 180-186 / Thesis (M.Phil.)--Chinese University of Hong Kong

by Ying Wang-bun. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1981. / Bibliography: leaf 59.

China’s achievement of developing a vigorous market economy is based on Chinese communist party (CCP)’s top-down reform and opening-up policies since 1978. Meanwhile, political reform of the second largest economy in today’s world is continuously delayed. Without an agenda of bringing democracy and regulation-making process into workplaces, China’s state-owned enterprises were swiftly transformed to be profit-oriented economic entities with managerial supremacy. As an authoritarian regime still run by communist party, China has to negotiate with its own socialist tradition, which entails not only restructuring labour relations in workplaces but its national ideology. This study explores Chinese Communist Party’s (CCP) politics of labour management in China’s local state sector. With use of multiple qualitative inquiring techniques, the study selects two state-owned corporations located in Shanghai region as cases, and provides an in-depth analysis on Chinese Communist Party’s (CCP) politics of managing labour force formulation as well as re-shaping employment relationship within those transitioning SOEs. The study is expected to illuminate the diversity within and across regions and industrial sectors in China. Also, these case studies suggest that CCP adopts pragmatic approaches over labour managing matters so as to ensure its sovereign influence. I will argue that the key to understand SOEs’ management rebuilding is CCP’s governing tradition of co-option and elite selection, which is a prolong legacy that has shaped the party’s personnel managing system since revolutionary era. It is also hoped that the findings of my empirical research will lead to theoretical discussion on China’s path of industrial relations in future: if such dynamic managerialism in the state sector is able to guarantee further delays of workplace political liberalisation of labour relation, or not.

published_or_final_version / Politics and Public Administration / Master / Master of Public Administration

published_or_final_version / Business / Doctoral / Doctor of Philosophy

Diverse managerial control and worker resistance constitute two faces of the power struggle between management and migrant workers in contemporary South China. Their power struggle will be demonstrated in four contested terrains: Exit (the labour market), the labour process, the communication domain, and the reproduction process of labour force. The race of labour demand and supply in the local labour market is the bedrock of the power struggle in the workplace. In the labour shortage period, the high turnover and the insufficient labour supply push management to incorporate the control on worker's exit as an important part into their work. In the labour process, it is hard for management to stick on the overt, punishment-oriented control. Two new control models are created: the laissez-faire control and the "human-based" control. In contrary to the weakening managerial control, worker resistance becomes overt, frequent, and diverse in this period. It includes strike, direct refusal, making troubles, various individual transgressions, and the construction of resistant discourse. Mobile communication creates a new battlefield in which management invents novel ways to enhance control while workers discover new methods of self-protection and resistance. Mobile phone becomes a micro, electronic Panopticon, used by management to locate, track, and control workers. In order to resist the ubiquitous control brought by mobile phone, migrant workers either directly refuse to purchase a mobile phone, or create various excuses to "lose" the connection with management. The factory dormitory is the site where managerial control over the reproduction of labour force can practice. In the labour shortage period, management strengthens their control on the factory dormitory and canteen, in order to stabilize the labour force and reduce the labour cost. Strike, threat, complaint, and looking for alternatives are workers' tactics to resist the dormitory regime. These four contested terrains constitute a new picture of labour politics in South China, which is full of conflicts, ambivalences, contradictions, and innovations. / Key Words: Control, Resistance, Migrant Worker, Labour Politics, Mobile Phone, South China / This research examines a new sophistication in the power struggle between the new generation of migrant workers and their management, in a time of rising labour shortage in South China. Different from previous studies, this research focuses on the dynamic interaction between capital and labour and pays more attention to the creative practices of migrant workers, especially in their readiness to leave unhappy working conditions to seek jobs elsewhere, their strategic utilization of the advantage position in the labour market to fight for their interests, and their use of personal communication technology to open up a space for reshaping work relationships and circumventing control by the management. / Peng, Yinni. / Adviser: Susanne Y. P. Choi. / Source: Dissertation Abstracts International, Volume: 72-10, Section: A, page: . / Thesis (Ph.D.)--Chinese University of Hong Kong, 2009. / Includes bibliographical references (leaves 248-257). / Electronic reproduction. Hong Kong : Chinese University of Hong Kong, [2012] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Electronic reproduction. [Ann Arbor, MI] : ProQuest Information and Learning, [201-] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Abstract also in Chinese.