摘要：本文基于高绩效人力资源管理系统理论基础，通过对在华中外企业人力资源管理实践 的实地调研，分析什么是中国式高绩效人力资源管理实践的内容结构，进而探索这些实践 与企业绩效的关系，归纳出中国式高绩效人力资源管理实践的特征，并借鉴在华外资企业 高绩效管理实践的具体经验，供在华企业参考。

　　　首先，通过理论回顾与文献综述，提出高绩效人力资源管理实践的研究假设；通过文 献查阅、个案研究、实地访谈法，结合中国管理的实际情况，构建在华中外企业人力资源 管理实践量表，对在华 168 家中外企业进行问卷调查；通过因子分析，归纳出高绩效人力 资源管理实践的四个内容结构：参与式企业管理，结果导向式考核，开放式员工选拔，浮 动式薪酬水平。

　　　通过回归分析发现：参与式企业管理和浮动式薪酬水平对人力资源绩效与财务绩效均 有正作用，结果导向式考核对人力资源绩效有正作用。研究表明，内资企业人力资源管理 实践水平低于外资企业，中国式高绩效人力资源管理实践既有西方管理实践的特点——强 调参与式和承诺式管理，又有中国的特色——重视基于绩效的控制管理。

　　　其次，通过案例研究，选取在华外资企业荷兰皇家壳牌石油公司为研究对象，通过访 谈，归纳出壳牌公司高绩效人力资源管理实践的经验：公开的内部选拔；长远的培养计划； 透明的考核制度；宽带的薪酬结构；积极的员工参与。壳牌的管理经验进一步验证了研究 假设与实证分析的研究结果。

　　　最后，基于实证分析和案例研究的结果，提出加强在华中外企业人力资源管理实践的 建议：（1）注重公开化内部选拔；（2）建立系统化培训体系；（3）加强结果导向式考核；（4）使用浮动式薪酬结构；（5）倡导参与式企业管理。

关键词：高绩效人力资源管理实践；人力资源绩效；财务绩效；中外企业

ABSTRACT:Based on the theory of high performance human resource management system, the research through  investigation  of  human  resource  management  practices  of  Chinese  and  foreign enterprises in China, analyzing what is the content of Chinese high performance human resource management practices, and exploring the relationship between these practices and firm performance,  summing  up  the  characteristics  of Chinese  high  performance  human  resource management practices, and learn from the concrete experience of high performance management of foreign-funded enterprises in China, providing reference for enterprises in China.

　　　Firstly, the research, through theory and literature review, put forward hypotheses; through literature review, case study, field  interviews, combining with the actual situation of China, constructing enterprise human resource management practices survey scale, conducting a questionnaire survey of 168 Chinese and foreign enterprises in China, through factor analysis, summing up four content structure of high performance human resource management practices: participatory management, results oriented assessment, open selection, floating salary level.

　　　Through regression analysis, the research finds: participatory management , floating salary level and results oriented assessment has a positive effect on firm performance. The results also show that, the level of domestic enterprise human resources management practice s is lower than foreign enterprises’ , Chinese high performance human resource management practices has not only the West management——emphasizing participation and commitment style of management, but also the characteristics of Chinese——attention control based on management performance.

　　　Secondly, through case study, the research selects the Holland Royal shell oil company of foreign-funded enterprises in China. Through interviews, the research sums up its high performance human resource management practices experience in: the open internal selection, long-term  training  plan,  transparent  appraisal  system,  wide  band  salary  structure,  active employee participation, and further supporting conclusion of the empirical research.

　　　Finally, based on the empirical analysis and case studies, the research get implications for enterprises in China: (1)open the internal selection; (2) establish a systematic training system; (3)strengthen  outcome-oriented   evaluation;  (4) use floating salary structure;  (5) advocate participatory management.

Keywords: high performance human resource management practices; human resource performance; financial performance; Chinese and foreign enterprises in China