Empirical study on the human‐nature view of Chinese enterprise managers

Purpose – The purpose of this paper is to construct the structure of Chinese enterprise managers' human‐nature view with Chinese characteristics, and also to make comparison analysis on human‐nature views of managers from different types of enterprises, and between managers and ordinary employees. Finally, this paper proposes some human resource management (HRM) suggestions for enterprises in China. Design/methodology/approach – This paper constructs Chinese enterprise managers' humanity view model with Chinese characteristics. First, relevant studies about humanity assumptions from both China and the West are reviewed, followed by the hypotheses of this study. Then, the study adopts the self‐compiled enterprise managers' humanity view questionnaire (EMHVQ), together with interviews, to study managers' views on humanity in Chinese background. Findings – The humanity view of Chinese enterprise managers has its uniqueness. Its structure is first level with two factors and second level with ten factors, an organic unity of “human complexity” and “human interests”. The two factors of the first level are “human complexity” and “human interests”. The dimension “human complexity” includes seven factors: complexity of human needs, validity of reward and punishment, work competency, groupism of behaviors, positivity of attitudes, contingency of management and influence of interpersonal relations; the dimension “human interests” includes three factors: driving function of profits, evasion of responsibility and dependency of incentives. Remarkable differences exist in humanity views among managers from different types of enterprises and between managers and ordinary employees, which will exert great influence on the management style of enterprises in China. Originality/value – Both in China and the West, few scholars or experts adopt empirical research to construct the structure of managers' humanity‐view model specifically based on China's cultural background. This paper not only contributes to the further development of this field, but also provides valuable suggestions for HRM, both for China and the rest of the world.