 |
 |
|
An eclectic collection this week from two fairly UK-centric journals that nonetheless have published some useful original research pertinent to the Asia Pacific or originating from here. The feature articles below focus mainly on training and development but also include several on recruitment, expatriate management, training, and industrial relations. During the boom decade for Asia, HRM issues were given short shrift. Labour was plentiful, and rather than training, companies relied on importing knowledge and trained professionals from overseas. In a time of fast growth, employees also were more interested in chasing ever-increasing salary and benefits packages rather than enhancing skills. The result was very high turnover rates, reported regularly during those years in the APMF, that further reduced company's enthusiasm to train employees who may well leave 6 months down the line. Even in HR, the easy way out of inviting high-profile Western speakers to conferences and splurging a training budget on a conference junket was preferred by several companies, small and large. The key advances in HRM in the region came in the form of part of TQM initiatives, usually in Japanese-owned companies, and to satisfy ISO certification requirements. The Asian crisis has encouraged some rethinking of the value of the human resource function generally, even though so far results of that re-thinking have been minimal. In several countries however - notably Singapore, Hong Kong and even Thailand from a long way back and with the encouragement of more global ownership, this re-thinking has resulted in a new more positive form of HRM. Companies that are more subject to international competition are also making the right noises. Yet there is a long way to go... The following articles are just a few of the 300 available this week from these two journals, and reflect some of the initiatives so far, as well as international experience that can be transferred. This has been the third time we have reviewed HRM in this section, Hopefully it will not be long before we hear of some real successes reported in empowering and developing the most important resource in any enterprise in the Asia Pacific. Just as a reminder, you should note the Volume and Issue Number of the articles you are interested in before entering the database, as there is no search facility for the Journals of the Week - only browse facilities issue by issue are provided for the free download. Should Western managers be encouraged to adopt JMP's? Dawn M. Naylor Employee Relations; 22: 2 2000; pp. 160-174 Over the last 20 years there has been increasing interest by Western companies in Japanese management practices (JMPs). Interest in these methods has grown as a result of the large performance gaps which apparently exist between Japanese manufacturers and their Western counterparts, in terms of both productivity and quality. Looks at a number of studies in an effort to determine whether Japanese practices can be successfully transferred abroad or whether they are culturally bound. This is followed by a look at the conditions under which Japanese management practices have been successfully utilised by Western companies. It is argued that Western managers must avoid just blindly copying Japanese practices and should be encouraged to become aware of why certain Japanese approaches have been successful. Finally, consideration needs to be given to the underlying factors of that success which are necessary and appropriate to their own company's advancement.
Keywords: Japanese management styles, Corporate governance, Convergence
Manufacturing in China: a UK firm case study 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
Islamic revival in Asia and human resource management 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
Taiwanese labour management in China 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
Enterprise Cultures in the Global Economy: Some Emerging and Theoretical Problems for Strategic Human Resource Management Looks at human resource management (HRM) and in particular how it is used in Mexican literature. Also examines the Thatcherite approach, with regard to declining international competitiveness, in seeking labour market reforms to try and realign competitiveness from Asian economies. Labour market flexibility (LMF) and strategic human resource management (SHRM) are posited as having strategic roles in off-setting employers' attempts to discard traditional means of collective labour market regulations.
Keywords: Asia, Employment law, Enterprise economics, Europe, Human resource management, International business, Labour
market, New Zealand, Strategic management
Achieving zero defects: The case of Star Union Engineering, Singapore Examines TQM implementation in Star Union, a small manufacturing firm, and offers insights into how its "dynamic equilibrium" system drives the development of its employees and provides the link between corporate quality culture and performance. TQM ideology is diffused through a unique management and employee relations philosophy as well as the adoption of innovative mechanisms. Provides a useful reference for managers attempting to improve organizational effectiveness.
Keywords: Case studies, Culture, Manufacturing, Singapore, Small businesses, TQM
Salaryman Sudden Death Syndrome Much current Japanese popular discussion centres on the sudden death, at an early age, of Japan's hard-working, white-collar workers: Karoshi (death from overwork) - Salaryman's Sudden Death Syndrome. Officially, it does not exist, as the government and big business are hesitant to acknowledge the phenomenon in light of the growing need to become more productive. The current recessionary pressure and growing shortage of labour in Japan has exposed this social phenomenon. Describes karoshi, defines the extent of the phenomenon, explores changes that are occurring in Japan's workforce and analyses the impact on Japan.
Keywords: Compensation, Japan, Overwork, Stress, Workaholism, Working hours
Employee relations in Singapore - current issues and problems 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
Recruitment in small firms: Processes, methods and problems The article summarises findings from recent case study research into recruitment in small firms. The research aims to ascertain whether small firms follow the procedures outlined in the prescriptive literature on recruitment, and to what extent they rely on informal recruitment methods. It finds little evidence of the adoption of the recommended systematic procedures and a high use of "tried and trusted" methods including word-of-mouth recruitment and the hiring of "known quantities". The implications of this are examined. While these methods have certain advantages, they may also give rise to a number of problems. The study argues that the adoption of more formal procedures and methods could reduce staff turnover in small firms and its associated costs. However, it concludes that many small employers would remain unconvinced by the case for opening up recruitment channels, and may find their existing approaches more cost effective in the short term.
Keywords: Employment, Recruitment, Small firms, Staff turnover
An evaluation on the employees' retraining programmes in Hong Kong 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
The future for Hong Kong trade unions: What can they learn from the British trade unions' experience of adversity 1979 to 1997? Discusses how since 1970, the colonial government in Hong Kong has exercised its wide legal powers over trade union organization and activities in a benevolent manner. Whether the Hong Kong Special Administrative Region government will continue this policy is uncertain: the new government may enforce the trade unions' legal framework more rigorously. UK trade unions proved themselves reliant and adaptable in the face of a wide raft of legislative "reforms", brought in by Conservative governments in the 1979 to 1997 period, which laid down strict templates for their internal decision-making processes. Suggests that the "survival lessons" learned by the UK trade unions during this period of hostile government may be of help to Hong Kong trade unions which face future challenges.
Keywords: Central government, Control, Hong Kong, Labour law, Legislation, Trade unions
Repatriation - the toughest assignment of all Examines the need for HR departments to have a clear policy on repatriation, especially at times of restructuring and redundancy and the need to retain valuable staff on return. Considers the physical, psychological and emotional effects of "reverse culture shock", the often unrealistic expectations of returnees and their families and suggests coping strategies, including assistance to the accompanying spouse and children, that can be implemented by both employers and employees. Outlines the possible content of a repatriation programme, stressing the need to tailor it to the needs of employees and their families. Comments on the heightened circumstances of natural disasters and political unrest that can cause rapid repatriation.
Keywords: Corporate policy, Expatriates, Family life, National cultures
Going global: implications for communication and leadership training Most of us recognise the importance of building effective relationships in the global arena. However, do we have the skills to develop effective business relationships with others whose attitude and behaviour differs markedly from our own? Are we aware that the same skills that bring success in our own culture may be perceived as rude and inappropriate by another? The first step is to avoid the divisive tendency to put negative labels on those whose behaviour differs from our own. For example, what one person regards as relaxed and easy-going may be judged by another as lazy and indecisive. The solution is to develop tolerance and patience - easy to say but hard to do. This article identifies cross-cultural skills that are essential for achieving success, including communicating with others for whom English is not their first language, taking part in team meetings, and understanding the core values of a given country. The article concludes with a short case example of how a newly merged Anglo-French company learned how to use its differences and strengths when carrying out important team meetings.
Keywords: Cross-cultural management, Management development, Meetings, Skills, Stereotyping, Team building
Managing the cultural divide: the case for classroom assessment The transfer of training techniques across cultures is fraught with difficulties for both trainer and trainee. Trainers working within multicultural settings need to be especially sensitive to their trainees' needs and socio-cultural learning backgrounds. Both trainers and participants in the workplace bring to training courses a baggage of past and present educational experiences that impacts their reaction to organizational learning approaches. Considers how a particular assessment technique can make explicit what trainers often assume to be implicit in terms of their training practices, and how industry can learn from educational case studies. Describes the results from implementing a "one minute" assessment feedback to Asian students undertaking a technical English enhancement programme. Suggests classroom assessment can heighten greater personal awareness to training approaches within a multicultural setting, broaden understanding of participant needs, and encourage a more systematic strategy for expanding and improving training and learning quality. Implies exploiting cultural synergy requires managing rather than merely accepting, the cultural divide.
Keywords: Assessment, Learning styles, Methodology, National cultures, Training
Operation Turnaround - executive initiative improves company performance through integrated training Describes a programme designed to overhaul training and development activities, instigated by an informal review of monthly reports which showed a generally negative trend in various areas. Outlines the formation of a corporate planning committee, the planning process, and various programmes in management development, accident prevention, manufacturing, etc. Concludes that effective training and development spans all levels of employees, and should be needs based.
Keywords: Development, Employees, Management development, Planning, Training
The Learning River - six years of learning and cruising Describes how the Learning River, which is a model for achieving the best means of continuous learning to achieve business objectives, was created and developed.
Keywords: Management development, Management learning
Delivering training down the line Considers companies' increasing demand for "just-in-time", "just-for-me" training to meet the need for cost-effective and performance-focused competitiveness. Examines how developments in technological communication can assist training delivery to match changing company objectives. Discusses the training implications of harnessing in-house e-mail facilities for creating better individual responsibility and empowerment for learning, particularly in cultures of high power distance. Suggests e-mail training can act as a catalyst for successful change-making by providing training with a minimum of delay and maximum of personal tailoring, while also helping to transcend the cultural divide between East and West.
Keywords: Communications technology, Computer-based training, Cost effectiveness, Empowerment, Just-in-time, Learning
New Managerial ThinkingFactors Affecting Training and Development at Work Discusses the new managerial model of the 1970s and 1980s which emphasizes flatter, flexible, less bureaucratic organizations, with increased employee awareness through training and development, and suggests that actual research reveals frustration and opposition to these ideas from trainees and employees. Problems in transferring to the new model include the cultural difference between the UK and the originating country, Japan; a rejection of the accompanying evangelical language of America; the implication that those who oppose change are merely lacking in "faith"; a bureaucratic paradox, or the discrepancy, between claims and actual experience; and the selling of the model within a "prescriptive consultancy" framework.
Keywords: Management techniques, Model, Organizational change, Organizational structure, Personnel management, Training
management, Trends
Corporate management development centres: are they growing in the right
directions? - An Asian perspective Increasingly, awareness of the contribution of training to the overall development of employees, the human resource development movement, is catching up with the Indian Corporate Sector. The new-born HRD Ministry in the Centre, a comprehensive incentive package for trainers, is a testimony to Government initiatives. Emergence of Corporate Management Development Centres (CMDCs) on a large scale in the last decade in public sector undertakings (PSUs) is a natural follow-up of these initiatives. Despite huge investments in buildings and training infrastructure, no attention is paid towards the placement of correct personnel, motivation and qualitative training outputs in PSUs. Attention to these issues is vital to realize CMDC objectives and to justify the spurt in investment. Examines some of the critical issues concerning effective management of CMDCs: leadership crises, training of trainers, the role of the trainer, emphasis on developing core faculty, promotion of research, career progression and improved status to overall training function. Keywords: Human resource development, India, Management development, Public sector, Trainers, Training techniques
Communication or back to Genesis and the House of Babel! What is effective communication? It is the ability to construct the correct language to communicate your company's message accurately. However, to give greater credibility, the effect of this language must be backed by a sound vocal technique, free from distraction, with the correct vocal dynamics and body language; otherwise the message will lose impact and power. Speaking effectively and well in front of a gathering is something everyone can learn, with the correct training. Language alone is not enough to help you present, negotiate, and meet the ever increasing demands of conferring the benefits and services of your company within an international market.
Keywords: Communications, Development, Human resource management, Language, Management, Training As always we have only skimmed the surface of relevant articles this week and only those that are particularly relevant for Asia-Pacific managers. Many other articles are available as well including those focusing on other countries and international perspectives.
|
| |||
| email updates | email this page | discuss | search | today's asian business strategy news | advertise | about |
| daily asian news, research & commentary for the international business strategy, market research & strategic management professional |