Study on Employee-sharing in China

Labor shortages caused by an aging population and falling fertility present an obstacle to China’s modernization drive.Since the limited labor resources take time to increase,employee-sharing as a collaborative and innovative mode of employment represents a novel strategy for addressing the sharp declines in the working-age population and labor supply.Based on the theories of the sharing economy,gig economy,and skills economy,this paper develops a systematic framework for employee-sharing and explains its significance for the country,employers,and individuals in light of flexible employment and employee-sharing practices.At the national level,we advocate transforming the identity of employees from“corporate assets”to“social assets”,their labor relationship from“dependence on employers”to“independent social members”,and their teams from“corporate governance”to“labor union governance”.At the corporate level,we recommend that businesses streamline fixed-term workforce and transform themselves into platform-connected social entities.At the individual level,we establish a basic framework for employee-sharing to expand employee income sources and improve the social protection system,and elaborate on its significance for the country,employers,and individuals.The employee-sharing mechanism can be adopted step by step by resolving issues such as employee labor contract termination and management of shared employees.This gradualist strategy seeks to create a mode of employee-sharing that is feasible and in line with current trends for the benefit of the country,employers,and employees,and to contribute a Chinese solution and perspective to the global question of labor recruitment.

High Performance Work Systems and Employee Creativity： The Mediating Effect of Knowledge Sharing

Employee creativity is both the core element of a firm＇s innovation capabilities and the sources for its growth. To improve an organization＇s ability to innovate, it is necessary to improve the creativity of its employees. Based on theories from strategic human resource management, creativity and organizational learning, this paper investigates the relationship between high performance work systems and employee creativity and explores the role knowledge sharing plays in their relationship. A questionnaire is designed and administered to a group of part-time executive students in the winter of 2012. Two hundred students are invited to answer the survey questions with 117 valid responses. Data are collected and processed by using statistical regressions. The empirical findings reveal that high performance work systems positively affect knowledge sharing and employee creativity. Knowledge sharing plays a mediating role in the relationship between high performance work systems and employee creativity. Implications for practice and future research are discussed.