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Describes an organizational spiritual‐development program run for junior managers at the giant Guangxi State Farm Agriculture Group (SFAG).

Draws on the inside information of the author, who is a course tutor, and some of his trainees.

Reports how the program can help junior managers to avoid “counterproductive workplace behaviour” and find greater meaning in their work.

Reveals how the course can help to promote: honest, warm and harmonious relationships in the workplace; loyalty to the company and social sanctions against employees who try to undermine their colleagues and sabotage production; participation in the cultural life of the organization; and a more unified enterprise spirit.

Details how the tenets of the course chime with the wider objectives of Chinese society.

Contains a particularly interesting section about two volunteers who, having practised counterproductive workplace behaviors the past (one served a prison sentence for it), now lead discussion groups on the program.

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.