Research Focus: HRM, Human Resource Management, HRM in Asia, Human Resource Development, training, management development, personnel, employee satisfaction, organizational change, employee development, management psychology, and managerial psychology.
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Human Resource Management
An Asia Pacific Management Forum Weekly Research Review
Full-text Articles provided by Anbar Management Intelligence and Emerald Intelligence + Full Text. Review by the Asia Pacific Management Forum
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This Week of 22nd to 29th November 1999:
Human Resource Management
Journal of Managerial Psychology | Employee Relations |
Ten years ago, Human Resource Management was almost an unknown term in Asia. Training, selection, and performance appraisal were given very short shrift, and staff specialists, when they existed, were known as Personnel Managers, or had a dual role of Administration Manager with a "Personnel" tag thrown in for good measure. Back in those days, Asian companies were not aware of how effective management of the human resource had a major bearing on the bottom line. The educational sector gave little support. Professional associations were fledgling to say the least. A "personnel" position was often something in which you ended up in after failing to make sales, and seen as a dead end position. The National University of Singapore, the government anointed showcase of an Asian university did not offer one unit in psychology. China funded anything to do with science and technology, but soft sciences such as management and HRM were ignored.
Part of this was due of course to the culture of staffing of Asian business. Guanxi reigned supreme in staffing decisions, with family controlled companies meaning promotion was often the sole pre-rogative of family members. Cash reigned supreme as a way of evaluating jobs, where opportunities for professional development, training, and knowledge acquirement played very much the second fiddle to the salary level and perks. Objective rating of performance in many companies was therefore irrelevant, even if there was the competence to perform it well.
The bubble economy decade, where for many companies profits and growth were assured despite the competence (or incompetence) of management, effectively masked the growing malaise of Asian organizations. The signs were there, as a review of the past items on the Chao Phraya River Rat would attest. Over five years, the Rat's column drew attention to monstrous staff turnover rates, which meant that any investment in development or training was to naught anyway, as staff were likely to leave any time for a job which paid a few dollars extra, and often in an industry or function totally unrelated. We referred to the unsustainability of professional and management salaries, and salary packages and perquisites so over valued and out-of-kilter with other economies that warning bells about an Asian crisis should have re sounded well before that fateful day in June.
In the meantime, interest in MBA and professional qualifications was increasing, and appealed to many for the prestige and authority they bestowed on the holder. However, these qualifications rarely integrated well with individual and organizational career and skills development, and were valued as status symbols rather than an experience that "added value" to the real worth of an individual to an organization. The race for the MBA merely added costs to a companies payroll (in having to pay extra for the perceived value of an MBA, or sponsoring studies) with limited real benefit to the bottom line.
This week's election of articles that focus on Human Resource Management however, demonstrate that things are indeed changing. Companies and researchers are looking seriously at how effective Human Resource Management and Human Resource Development can build more substantial organizations than those that stumbled badly during the Asian crisis, where poor attendance to training, staff development, selection, and performance appraisal finally wrought it's savage consequences. Some of the best articles this week, focus on the difference between effective Human Resource Management in Asia compared to the West, where many of the principles were conceived and developed.
See for example Mona Taib's Islamic revival in Asia and human resource management (
Employee Relations; 19: 4 1997; pp. 352-364), which:
Discusses some of the implications of Islamic values for management of the workforce in organizations in Muslim countries in the light of the rise of Islamist movements in many of these countries. Discussion is placed within the context of the debate about the influences of national culture on organizations in general and employee-management relationships in particular. Argues that there are differing manifestations of Islamic values in the countries concerned, which could lead to differing implications for human resource management (HRM). Highlights difficulties in trying to isolate the influences of Islam on organizations from those of other institutions, such as the economy, politics and business imperatives. As a result, and also given the limited available comparative studies into the issue, it would be unwise to suggest an Islamic HRM model. However, Islam, as an all-encompassing religion, is bound to have implications for certain aspects of organizations, especially in those countries which are organized and run in accordance with an Islamic ideal. Attempts to explore, therefore, the likely relationship between Islamic values and certain HRM features in Muslim countries.
Keywords: Corporate culture, Employee attitudes, Human resource management, Islam, Religion, Values
Article Type: Comparative/evaluators
Content Indicators: Research Implication- *, Practice Implication- **, Originality- *, Readability- ***
With fast growing economies and major differences in wage rates, and the cost of plant and business, importing foreign workers from other parts of the region is a fact of life. David C.Schak in Taiwanese labour management in China (Employee Relations; 19: 4 1997; pp. 365-373),
Interviews of 40 Taiwanese factory managers in China reveal problems with local workers, unanticipated because of the assumed shared language and culture. Problems include poor job commitment or work discipline, high turnover rates, disinterest in learning new skills or job advancement, pilferage, intergroup hostilities and poor training and education. Unable to import worker management methods and systems they had been using in Taiwan, the managers have adopted production-based remuneration, fines, employee education, and attention to employee welfare and satisfaction.
Keywords: China, Small- to medium-sized enterprises, Taiwan, Works management
Article Type: Theoretical with application in practice
Content Indicators: Research Implication- *, Practice Implication- **, Originality- *, Readability- **
As Asian economies move from manufacturing to information industries, fast change becomes more critical. An evaluation on the employees' retraining programmes in Hong Kong by May M.L. Wong Employee Relations; 20: 4 1998; pp. 404-414, argues that:
Hong Kong has experienced an economic transformation from a manufacturing-based to a service-based economy which has impacted on the demand for manual labour. In 1992, the Employee Retraining Board was set up to provide employees' retraining programmes (ERP) for unemployed manual workers. It aims to help unemployed manual workers to acquire and develop knowledge, skills and abilities so that they can re-enter the labour market. This study focuses on evaluating the effectiveness of ERP from the perspectives of training providers designated by Employee Retraining Board to fulfil the above objective. The evaluation of the ERP is based on how the various ERP courses can meet the training objectives, assessment of training needs, design of the ERP, course evaluation, and follow-up services conducted by the selected training bodies. The overall effectiveness of ERP is found to be low. The indicators participation rate and job placement rate used by the training bodies tend to provide misleading evaluation results to the ERP.
Keywords: Evaluation, Effectiveness, Hong Kong, Re-training employees
Article Type: Survey, Comparative/evaluators
Content Indicators: Research Implication- **, Practice Implication- **, Originality- **, Readability- **
Jane K. Giacobbe-Miller, Daniel J. Miller and Weijun Zhang, in Equity, equality and need as determinants of pay allocations: A comparative study of Chinese and US managers, (Employee Relations; 19: 4 1997; pp. 309-320), research the decision marking of US and Chinese managers in deciding how to reward, using a role play scenario. The results are certainly interesting:
Involves a role-play in which Chinese and US managers allocate a hypothetical bonus to a work group. Indicates that Chinese managers employed three distributive rules (i.e. equity, equality and need) placing greatest emphasis on equality. In contrast, US managers employed two distributive rules, equity and equality, placing the greatest emphasis on equity. Chinese managers placed significantly greater emphasis on the need rule than did US managers, although very small amounts were allocated on the basis of need. Discusses implications for appropriate pay design.
Keywords: Bonuses, China, Pay structures
Article Type: Theoretical with application in practice, Survey
Content Indicators: Research Implication- **, Practice Implication- **, Originality- *, Readability- **
Note also several other articles focusing on differences between management and human resource practices in Asia and Australasia:
Employee relations in Singapore - current issues and problems
Tan Chwee-Huat
Employee Relations; 18: 3 1996; pp. 48-61
Examines four recent employee relations issues in Singapore. These include dependency on foreign workers, an ageing workforce, impact of companies relocating their labour-intensive industries to other countries, and problems related to privatization of government-linked companies. The employment of foreign workers is constrained by an imposed levy and quota. Extending the retirement age provides jobs for older workers. However, employers perceive them as less productive and more expensive unless the wage system can be modified. Workers made redundant by company relocation are the less skilled. Proposes that the solution lies in retraining and upgrading the skills of workers.
Keywords: Employee relations, Older employees, Privatization, Redundancy, Relocation, Singapore
Article Type: Comparative/evaluators
Content Indicators: Research Implication- *, Practice Implication- **, Originality- *, Readability- **
The management of individualism in an Australian mining company
Nils Timo
Employee Relations; 19: 4 1997; pp. 337-351
Over the last decade, there has been a growing debate about the relationship between industrial relations, human resource management and business strategies. For management, this involves an ongoing reappraisal of the balance between individualism and collectivism and a critique of third party intervention in the employment relationship. Describes a case study of CRA/RTZ in Australia and New Zealand and the managerial strategy used to deconstruct collective industrial relations through the use of standardized individualized contracts.
Keywords: Case studies, Contracts, Employee relations
Article Type: Theoretical with application in practice, Case study
Content Indicators: Research Implication- **, Practice Implication- **, Originality- *, Readability- ***
Flexibility in Australia: implications for employees and managers
Robin Kramar
Employee Relations; 20: 5 1998; pp. 453-460
There has been a continuing debate in Australia about the need to reform working practices so they enhance efficiency and productivity. During the last ten years there have been major changes in the management of employees, including the introduction of flexible employment practices. Although these policies are seen to improve organisatonal efficiency, many employees are feeling more stressed, greater dissatisfaction about the ability to balance work and family life, they feel less satisfaction with management and the nature of communication and consultation. These experiences raise questions about the role of human resource managers in managing individuals' expectations and experience in the workplace.
Keywords: Australia, Development, Employees, Human resource management, Management roles, Policy
Article Type: Survey, Comparative/evaluators
Content Indicators: Research Implication- **, Practice Implication- *, Originality- **, Readability- ***
Tactics to influence subordinates among Thai managers
Watcharinpan Noypayak, Mark Speece
Journal of Managerial Psychology; 13: 5/6 1998; pp. 343-358
A typology for assessing managerial roles was used to explore Thai managers' self-reported use of influence tactics with subordinates. In-depth interviews were conducted with 16 Thai managers in the Siam Cement Group. Managers who viewed themselves as vision setters tended to use rational persuasion, consultation, and pressure most. Motivator managers used rationality and ingratiation. Analyzer managers used pressure. Task masters used rationality and pressure. However, all types of manager sometimes used other tactics besides the most common ones. Much of this behavior is similar to how managers in studies from the USA behaved. However, Thai managers showed some orientation toward "softer" methods, whether or not the managerial role is typically associated with "soft" or "hard" methods.
Keywords: Managerial styles, Tactics, Thailand
Article Type: Survey
Content Indicators: Research Implication- **, Practice Implication- *, Originality- **, Readability- **
Satisfaction, tension and interpersonal relations: a cross-cultural comparison of managers in Singapore and Australia
Graeme L. Harrison
Journal of Managerial Psychology; 10: 8 1995; pp. 13-19
Reports the results of a study into differences in the levels of job satisfaction, job tension and stress, and interpersonal relations with superiors and peers, between managers in Singapore and Australia. The study draws on Hofstede's concept and classification of national culture to predict that job satisfaction will be lower, job tension higher, and interpersonal relations poorer for managers in the high power distance, collectivist cultures of East Asian nations than for managers in the low power distance, individualist cultures of Anglo-American nations. A study of 115 middle-level managers in Singapore and 96 in Australia corroborates these differences. Discusses how different approaches to managing budgetary planning and control processes may improve these personal and interpersonal work-related conditions.
Keywords: Australia, Communications, Job satisfaction, National cultures, Singapore, Stress
Article Type: Survey, Comparative/evaluators
Content Indicators: Research Implication- **, Practice Implication- *, Originality- *, Readability- **
East meets West: leadership development for construction project management
Low Sui Pheng , Ben S.K. Lee
Journal of Managerial Psychology; 12: 6 1997; pp. 383-400
Much existing literature was written entirely from a Western perspective without any reference to practices in the East. In the booming east Asian market, project managers from the West would need to pay special attention to eastern beliefs, cultures and philosophies. Attempts to put together the managerial grid framework from the West with an ancient Chinese strategic treatise written by Zhuge Liang 1,600 years ago. Suggests that there are many similarities between the managerial grid and Zhuge Liang's Art of Management when used for leadership development in construction project management.
Keywords: Far East, Leadership, Management philosophy, Management theory, Managerial grid, Project management
Article Type: Theoretical with application in practice
Content Indicators: Research Implication- ***, Practice Implication- **, Originality- ***, Readability- **
A fairly old article which nevertheless still includes some useful insights is
Images of Organisation: Culture and the Management of Technology by
Fredric William Swierczek, (Journal of Managerial Psychology; 04: 3 1989).
It is argued that as the trend to globalisation continues and Southeast Asia becomes a major focal point for investment and the transfer of technology for export-oriented growth, the issue of organisational culture will become more important. A perspective on the issue of culture, organisation and its implication for the management of technology is developed and a Thai case study presented.
Keywords: Far East, Management, Organizations, Thailand, Globalization, Corporate culture, Technology transfer Take a break before it gets too heavy and take a look at A preliminary study of kiasu behaviour - is it unique to Singapore?. It's got very little to do with HR but is in this weeks free selection anyway so we thought we would pick it out. "Kiasu" has been a precouupation of Singaporeans for some time, with much criticism coming from other countries stereotyping the boarish and "must win" behaviour of Singaporeans overseas. Personally, we have seen examples of this almost reduce to nothing in recent years, and presume it is just a stage involved in character development presaged by "new money". We always thought it was not uniquely Singaporean and Janice T.S. Ho, C.E. Ang, Joanne Loh, Irene Ng provide the evidence in their article in the Journal of Managerial Psychology; 13: 5/6 1998; pp. 359-370.
Kiasuism (from the adjective, kiasu; meaning "the fear of losing out") is a much talked-about topic in Singapore. This study seeks to assess the situation in Singapore and in a major city in Australia, define this cultural concept and explore the possible repercussions on society. Data collected from undergraduates in Singapore and Australia by using a questionnaire survey were analysed using statistical techniques such as multiple regression analysis and t-tests of sample means. Qualitative methods such as content analyses and critical incident technique for instrument development were also employed. The study consisted of two phases: a phase one pilot study and a phase two questionnaire designed to determine the degree of kiasuism in the two samples and its effect on general wellbeing, academic performance and satisfaction with performance. Results indicated that kiasuism is not unique to Singapore, and may well be a behaviour exhibited by people around the world.
Keywords: Australia, Individual behaviour, Performance, Singapore, Society
Article Type: Survey
Content Indicators: Research Implication- *, Practice Implication- *, Originality- ***, Readability- ***
Team Management is a HR and management technique developed primarily in the West, and it's emphasis on the primacy of the individual and creating synergy by incoporating individual strengths, approaches, and opinions seems at odds with the Asian culture of the primacy of the group or communalism, where the individual is sublimated for an amorphous "common good". We show how team management can be used in Asia is a separate article on Building a Strong Team in Asia.
Yuwei Shi and H. K. Tang in Team role behaviour and task environment: An exploratory study of five organizations and their managers, (Journal of Managerial Psychology; 12: 2 1997; pp. 85-94), look at how organizations can affect manager's peceptions of their role:
Based on Belbin's model of management team role behaviour and the theories on organizational environment, proposes that managers' team role preferences are influenced by the immediate social context, that is, the organizational task environment. Analysing the task environments of five organizations and the team role preferences of 100 managers, finds significant support for the hypotheses that the task environmental dimensions differentiate the clusters of the preferences.
Keywords: Environment, Management, Organizations, Roles, Teams, Work teams
Article Type: Survey
Content Indicators: Research Implication- ***, Practice Implication- **, Originality- ***, Readability- **
Stephen W. Nason and Madan M. Pillutla in Towards a model of international research teams, (Journal of Managerial Psychology; 13: 3/4 1998; pp. 156-166), also researches teams, but in this case researh tems made up of different nationalities. The abstract reads:
Many, if not most, academic researchers interested in international business have worked on teams made up of individuals from many different countries. Ironically, there has been little research attempting to explain the unique dynamic of such teams and their advantages and disadvantages. The goal of this paper is to develop a model of international academic research teams with an aim towards understanding how they can be managed more effectively. We highlight some of the important variables that affect team functioning and discuss their relationships with both antecedents and outcomes. Specific propositions are developed and their implications are discussed.
Keywords: International business, Research, Teams
Article Type: Wholly Theoretical
Content Indicators: Research Implication- **, Practice Implication- *, Originality- ***, Readability- *
On a similar theme Peter Collett in Contrasting styles in international management research, (Journal of Managerial Psychology; 13: 3/4 1998; pp. 214-224), reviews issues in cross cultural research as a whole:
This paper is concerned with methodology in cross-cultural studies of management. It raises issues about sampling, and then moves on to deal with two problems that threaten to undermine the value of cross-cultural research. One is the popularity of models which reduce culture to a handful of dimensions, and the other is the persistent use of single methods, rather than multi-method approaches. These two points are illustrated with recent findings on power distance and time management. The research on power distance shows how a decomposition of the measure provides a more informative picture of power relations than the simple index, while the research on time management shows that different measures of time often tell quite different stories. The paper concludes by suggesting that what is needed in international research is not a simple picture of culture, but one that does justice to the inherent complexity of culture.
Keywords: Management, Methodology, National cultures, Time
Article Type: Case study
Content Indicators: Research Implication- **, Practice Implication- **, Originality- **, Readability- **
Korea is going through a major change at present with the role of the chaebols being re-examined. (Try a search for chaebol in the APMF Search box to find our previous articles on this topic). It is in Korea that major changes are taking place, evidenced in organizations like Daewoo, Sansung and Korea Air, towards a mre accountable management and HR system.
Seongsu Kim , Dennis R. Briscoe foresaw this back in 1997 when they looked specifically at Samsung as a case study in Globalization and a new human resource policy in Korea: Transformation to a performance- based HRM, Employee Relations; 19: 4 1997; pp. 298-308,
Korean firms are in the process of transforming their human resource management (HRM) systems to compete effectively in the global market. Whereas the traditional HRM system emphasized group harmony and age norms, the "new HR policy" emphasizes a performance-based system. Whether the new HR policy can achieve its objectives remains to be seen. This radical change from the traditional HRM system to a new one is likely to cause a variety of problems. Discusses, specifically, four potential problems in the case of Samsung.
Keywords: Conglomerates, Globalization, Human resource management, Korea
Article Type: Theoretical with application in practice, Case study
Content Indicators: Research Implication- *, Practice Implication- **, Originality- *, Readability- ***
Four excellent articles here too on the issues involved in transplanting foreign organization and national cultures. Globalization is increasing pressure on both Asian and non-Asian business, and understanding the principles of culture is critical to HRM effectiveness. The first article deals with a UK organization's experience in setting up in China, the second turns around the equation and focuses on how Honda set up in the UK, the third looks at the problems of expatriate relocation into a foreign culture and the final article examines national culture and how it influences HRM.
Manufacturing in China: a UK firm case study
Ian Winfield
Employee Relations; 21: 4 1999; pp. 430-436
This case study narrates the experience of a medium-sized UK manufacturing company in setting up and running a manufacturing plant in Shanghai, People's Republic of China. It details how features of the social organisation of production, the human resource policies and the management practices of the UK parent company were successfully transferred and adapted to the unique labour market and business environment encountered in mainland China. The study concludes by reviewing two major challenges that directly lie ahead for the company.
Keywords: Manufacturing, United Kingdom, People's Republic of China, Organisational structure, Human resource management, Management techniques
Article Type: Case study
Content Indicators: Research Implication- *, Practice Implication- **, Originality- **, Readability- ***
Internationalization at Honda: transfer and adaptation of management systems
Andrew Mair
Employee Relations; 20: 3 1998; pp. 285-302
This article reviews Honda's strategy to localize operations, organization and employment relations at Honda of the UK Manufacturing (HUM). The management literature describes Honda as an unusually un-bureaucratic company where individual initiative thrives. However, the production system and organization of work at HUM were found to be very tightly controlled, with little variety of work and individual initiative constrained within strict bounds. This may reflect the relative youth of the plant and the company's strategy to embed its production system thoroughly before permitting change, or it may suggest that production work at Honda does not fit the usual characterization of the company in the literature. Local management has been given freedom to adapt certain aspects of the organization and employment relations framework to fit the British environment, but with no impact on the direct transfer of the production system.
Keywords: Employment relations, Organization, Production systems, United Kingdom
Article Type: Case study
Content Indicators: Research Implication- **, Practice Implication- *, Originality- **, Readability- ***
Expatriate culture shock in China: a study in the Beijing hotel industry
Marianna Kaye and William G.K. Taylor
Journal of Managerial Psychology; 12: 8 1997; pp. 496-510
Explores the occurrence of culture shock in the population of expatriate managers working in the joint venture hotels in Beijing, China. In particular, seeks to gauge the importance of a variety of factors that might influence the level of culture shock. Proposes a model which envisages culture shock as determined by situational factors and by the level of inter-cultural sensitivity of an expatriate. In turn, the level of inter-cultural sensitivity is seen as a function of biographical factors and cross cultural training. The findings demonstrate a strong inverse relationship between inter-cultural sensitivity and culture shock. Training before and/or after arrival in China is received by only a small minority of expatriates but is associated with a higher level of inter-cultural sensitivity. Among situational factors, a managerial emphasis on motivating employees is associated with lower culture shock. A surprising finding is the tendency for Asian expatriates to experience greater culture shock for a given level of inter-cultural sensitivity. Outlines implications for personnel policy in selecting expatriate managers.
Keywords: China, Cross-cultural management, Expatriates, Multinationals, National cultures
Article Type: Survey
Content Indicators: Research Implication- ***, Practice Implication- **, Originality- **, Readability- **
National culture and high commitment management
Boyd Black
Employee Relations; 21: 4 1999; pp. 389-404
This paper examines the relationship between national culture and high commitment management (HCM). A model linking national culture and HCM is developed and hypotheses concerning the relationship between national culture and the take-up of specific HCM practices are derived. Empirical results demonstrating the relationship between national culture and the take-up of particular HCM practices across nine countries are presented. The paper further establishes that the adoption of certain individual HCM practices is more closely associated with superior employee performance in countries with certain cultural characteristics than in others. However, when HCM is implemented as a package of practices, it is found to be associated with superior employee performance across different cultural settings. The paper concludes that national culture plays an exogenous determining role in the adoption of HCM practices, with the result that the globalisation of HCM practices should be undertaken with sensitivity.
Keywords: Comparative method, Commitment, National cultures, Employees, Performance management
Article Type: Theoretical with application in practice, Comparative/evaluators
Content Indicators: Research Implication- **, Practice Implication- *, Originality- **, Readability- **
Finally, and as a reminder that we will be reviewing the area of women in management in a few weeks, the last article reports on research into the attitudes of women in China and Hong Kong: Management in the 1990s: A comparative study of women managers in China and Hong Kong
Wing S. Chow and Vivienne W.M. Luk
Journal of Managerial Psychology; 11: 1 1996; pp. 24-36
Examines the managerial attitude of women managers in China and Hong Kong. Measures particularly their preference of managerial practices and identifies the key job motivators, vital management skills, and reasons for job promotion. Data were collected by a questionnaire survey method and the results reveal that the general practices of managers in China are not as mature as those in Hong Kong. In job motivation, findings show that Hong Kong women managers view their jobs in terms of career development, whereas the Chinese respondents seek immediate monetary reward. The mutually exclusive findings regarding management skills between these two groups are that Hong Kong managers concentrate on planning and Chinese managers concentrate on directing. However, results disclose that the reasons for job promotion for both groups are similar. In management practices, Hong Kong managers are more assertive than their Chinese counterparts.
Keywords: China, Gender, Hong Kong, Management
Article Type: Comparative/evaluators
Content Indicators: Research Implication- **, Practice Implication- *, Originality- **, Readability- **
As always, we can only review a small percentage of the free articles available weekly. This week in particular we have had to leave out many articles that are of import to our readers. Best way to locate them is to enter the site and browse...
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