The Research Of Paternalistic Human Resource Management And Its Mechanism From The Perspective Of Socioemotional Wealth Theory

Under the background of the transformation of economic structure and social structure in China, loss of social emotion in enterprises leads to frequent labor conflicts.However, the Western theories which emphasizes economic exchange and contract-based management mode can not adapt to Chinese enterprises whichaim to establish ethical and emotional relationshipbetween employers and employees. Under the background, with the further research of indigenous studies, paternalistic human resource management(PHRM) has been considered as a useful management mode which synthesizes social, cultural and emotional factors.Based on the socioemotional wealth theory(SEW), this paperfocus on the following four questions: How can we synthesizes social, cultural and emotional factors in human resource management? Whether can paternalistic management mode become the formal governance mechanism? Can PHRM improve economic performance while maintain SEW? Can PHRM promote the employees‘ positive emotional reaction and behavior?Following the line of analysis, This study includes three sub researches: First, on the basis of qualitative data from 42 enterprises and quantitative data from 406 enterprises, we develop the scale of PHRM by synthesizing grounded theory, exploratory factor analysis, confirmatory factor analysis and structure equation model. Second, based on the data from 300 enterprises, we employ regression analysis to explore the effect of PHRM on long-term performance and short-term performance and the mediating effect of organization flexibility. Third, on the basis of matching data from 1164 employees in 44 enterprises,we employ hierarchy linear regression toexplore the effect of PHRM on employee‘s in-role behaviors and extra-role behaviors and the mediating effect of organizational identification, perceived organizational support and felt obligation.The conclusions of the paper are listed below:(1) PHRM in China consists of four factors, namely, authoritarian obeying practices, employee welfare practices, seniority-based practices, loyalty raising practices.(2) PHRM driven by SEW enable enterprises to obtain the corresponding SEW, and can make the enterprises to obtain good performance. Authoritarian obeying practices have significant effects on felt obligation. Employee welfare practices have significant effects on perceived organizational support. Seniority-based practices and loyalty raising practices have significant effects on organizational identification. Throughemployees‘ positive emotional reaction, these practices have positive effects on the employees‘ behaviors.(3) The effects of seniority-based practices and loyalty raising practices on employees‘ behaviors vary depending on the type of employees‘ behaviors. Specifically, both of these practices have significant positive effects on employees‘ in-role behaviorsthrough enhancing their organizational identification but can not cause extra-role behaviors.(4) Authoritarian obeying practices and seniority-based practices can stimulated employees‘ desirable behaviors in individual level, but have no significant effects on performance in organizational level.