High‐Performance Work System and Organizational Turnover in East and Southeast Asian Countries1 |
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| Authors: | ZEYNEP Y YALABIK SHYH‐JER CHEN JOHN LAWLER KWANGHYUN KIM |
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| Institution: | 1. Institute of Labor and Industrial Relations, University of Illinois at Urbana‐Champaign, Champaign, Illinois;2. Institute of Human Resource Management, National Sun Yat‐Sen University, Kaohsiung, Taiwan;3. Mays Business School, Texas A&M University, College Station, Texas;4. The authors’ affiliations are, respectively, Institute of Labor and Industrial Relations, University of Illinois at Urbana‐Champaign, Champaign, Illinois;5. Institute of Human Resource Management, National Sun Yat‐Sen University, Kaohsiung, Taiwan;6. Institute of Labor and Industrial Relations, University of Illinois at Urbana‐Champaign, Champaign, Illinois;7. Mays Business School, Texas A&M University, College Station, Texas. E‐mails:;8. ;9. . |
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| Abstract: | In this paper, we examine the impact of high‐performance work systems (HPWSs) on both voluntary and involuntary organizational turnover rates. Most research on this topic has been done in the United States. Given the global competitive pressures confronting many of the countries of East and Southeast Asia, companies in this region are seeking to become more flexible and often adapt HPWSs practices. We explore the impact of HPWSs in both locally owned companies and subsidiaries of multinational corporations in Korea, Taiwan, Singapore, and Thailand. These countries have significantly different national cultures from the United States and most other Western countries and HPWSs effects in relation to turnover might vary from the studies based in the United States. Our findings are, however, somewhat consistent with U.S.‐based studies. In fact, HPWSs were found to be more effective in reducing turnover in locally owned companies than in subsidiaries of Western and Japanese multinational companies. |
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