This edited volume explores the change in China from a command economy to a more market-led one, looking at the demise of the so-called 'iron rice bowl' policy to one now characterized by more globalized HRM practices with 'Chinese characteristics'.

1. Introduction 2. An Empirical Test of the Model on Managing the Localisation of Human Resources in the People's Republic of China 3. Observations on Organizational Commitment of Chinese Employees 4. A Comparative Analysis of Performance Assessment 5. Key Factors Influencing HRM Practices of Overseas Subsidiaries in China's Transition Economy 6. Towards an Integrative Framework on Strategic International Human Resource Control 7. Effective Japanese Leadership in China 8. A comparative Study of Organisational Context Factors for Managerial Career Progress 9. Nationality, Social Network and Psychological Well-being 10. Psychological Barriers to Adjustment of Western Business Expatriates in China 11. Recruitment and Selection in Chinese MNEs 12. Evolution of Organizational Governance and Human Resource Management in China's Township and Village Enterprise 13. Marketization and Social Protection Reform 14. Training and Enterprise Performance in Transition 15. Public Sector Pay in China 1949-2001 16. Towards an Asian Model of Human Resource Management?