This paper explores the extent that local Chinese managers working in MNEs in China have adopted Western HR values. The study involves the use of repertory grid interviews with thirty-six local Chinese managers. The interviewees reflected a high level of assimilation and internalisation of many Western HRM values. However, they also retained some traditional values as well suggesting the development of hybridisation path instead of a simple convergence with or divergence from the Western model. An important characteristic of this hybrid model is the co-existence of paradoxical values from Western HRM and Chinese people management.