The Operation and Efficiency of Strategic Human Resource Management in Universities of China
This study investigates how and to what degree strategic human resource management operates and functions within Chinese universities. Utilizing mixed-methods research—through a quantitative survey of 252 universities and qualitative case studies—the research examines the mechanism of SHRM implementation, determinants of effectiveness, and organizational impact. Results show a large variation in SHRM implementation between university types: 985 Project universities record 82% success against ordinary institutions' 63%. The 211 Project universities demonstrate intermediate implementation patterns with 77.1% response rate and 35.8% achieving high SHRM implementation levels, suggesting a transitional position between elite and ordinary institutions in adopting strategic HR practices. The findings indicate that large institutions achieve the highest rate of return on investment in digital transformation at 42%. The research identifies three critical mechanisms through which SHRM practices influence organizational performance: strategic alignment (β = 0.45, p < 0.001), integration of digitalization and efficiency enhancement (42%), and cultural adaptation, enhancing engagement by 38%. These findings contribute to SHRM theory knowledge within academic settings and guide university administrators in implementing strategic HR practices.
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