Explores, from an insider's perspective, the operation of so‐called “humane” resource practices at Guangxi Bank of Industry and Commerce.
Concentrates on the operation of three aspects of humane‐resource management at the bank: care for disadvantaged employees; care for the employee's family; and the reduction of status distinctions at work.
Reports that these policies help to empower and motivate employees at the bank.
Advances the view that managers in China who want to have commitment in the workplace should be prepared to put in the time and effort to provide their employees with humane resource management practices.
Reveals that this type of “caring” HR is part of the prevailing ethos in the People's Republic of China.
Provides interesting detail on how HRM operates in the world's largest bank.
