Introduction: the Asia-Pacific HRM model revisited

This article introduces a symposium which 'revisits' the Asia-Pacific HRM model, much discussed in recent literature. It argues that, while the IR/HRM systems of the countries in the region are prima facie heterogeneous, there is both commonality and diversity. It posits the four logical cases of 'hard convergence', 'soft convergence', 'soft divergence' and 'hard divergence'. It argues that the most probable outcomes are likely to be the middle options. 'Soft convergence' may have occurred as a result of broader responses to broad economic trends such as globalization; 'soft divergence' may still be de rigueur , as the devil is always 'in the details'. Institutional and legal changes may also take place more slowly than enterprise-level or organizational ones.     

Human resource management,trade unions and empowerment: two cases from India

This paper discusses the introduction of schemes aimed at employee empowerment within a context of strong industrial relations in India. The pressure put on profit margins by a competitive business environment is forcing an increasing number of Indian enterprises to view employee empowerment as a serious strategic option. Getting workers to take responsibility for shop-floor decisions over quality, safety, productivity and material use appears, at first sight, an alluring prospect. It would seem that men and women at the bottom of the pyramid cannot but be warmly appreciative of power-sharing arrangements from which they have something to gain, but there are forces at work which can actively obstruct or quietly subvert attempts at redistributing power. In this paper the focus is on some of the motives a trade union might have to do so.     

Flexibility and labour management: Chinese manufacturing enterprises in the 1990s

The rapid economic growth and structural reform that have taken place in China over the past two decades have had a substantial impact on the system of labour management in Chinese manufacturing enterprises. The purpose of this article is to document and analyse the nature of these changes in state-owned enterprises and joint venture companies. The effect of these changes on work relations, employment relations and industrial relations will form the basis of the analysis. The emphasis in the analysis will be on how work, employment and industrial relations have accommodated the demand for greater flexibility. Labour management in six manufacturing firms in the Shanghai region will be examined. This research is a pilot project for a larger-scale research in 1999. While no attempt is made to generalize the research findings, the research clarifies the extent and limits of flexibility in the current Chinese economy.     

Human resource management practices in Nigeria: challenges and insights

This paper generated current knowledge on aspects of human resource management practices in Nigeria from a sample of 185 human resource management professionals employed in over ninety-six corporations located in three major cities in Nigeria. Furthermore, the convergence/divergence/cross-vergence perspective was utilized to provide theoretical insights on the human resource management practices. The findings support a cross-vergence perspective as evidenced by the blend of human resource management practices reflecting both generalized or standardized practices and localized practices. Implications and direction for further studies are discussed.     

Globalization and transformation of human resource management in South Korea

Developments in the area of globalization, labour markets and human resource management (HRM) are topical and have high profiles. Yet they are often underpinned by several older and implicit views. This paper examines five propositions in this respect. We discuss globalization, often taken as driving such developments, and the role of supportive and limiting factors to its influence. We use the case of South Korea, as the main direction of change here is seen as from 'traditional' employment security and seniority-based systems of employee resourcing and rewarding, towards 'newer' flexible and performance-based ones. This seems, on the surface, a case of practice transfer in a somewhat inhospitable climate. We examine and evaluate the restraints, direction and extent of such changes, and arguments that HRM systems are being transformed by such developments. We find that the situation is more constrained and ambiguous.     

Modes of convergence and divergence: an integrative view of multinational practices in Pakistan

The last two decades have witnessed an immense growth of globalization activities, making the study of multinationals a very popular one. However, most of these studies have focused upon the use of socio-cultural variables to support the divergence theory or upon contextual and organizational variables to support the convergence theory. In the present study, it is debated that both sets of variables must be used in combination to develop a comprehensive understanding of various issues that multinationals face. A sample of five multinationals operating in Pakistan is analysed and classified as per the various modes of convergence-divergence proposed by McGaughey and De Cieri (1999) after an investigation of organizational, socio-cultural and contextual variables. The conclusion drawn is that both convergence and divergence issues may occur simultaneously in the process of human resource management (HRM) change; and that the variables used to explain them are, in fact, not immutable in nature, as has been assumed by many.     

Employment relations and labour market indicators in ten industrialized market economies: Comparative statistics

The acceleration of the internationalisation of business and the division of labour has been led by improvements in technologies and communications, decreased barriers to trade, increased competition and the growth of multinational enterprises (MNEs). Employers, government organizations and unions, practitioners and academics are increasingly concerned with locating comparable statistics. This article reviews employment relations and labour market data for ten major industrialized market economies (IMEs) and discusses some of the challenges in the measurement and interpretation of such data. For a fuller discussion of such data, and of the ten IME, see Greg J. Bamber and Russell D. Lansbury (eds) International and Comparative Employment Relations 3rd edn, to be published by Sage, London, and Allen & Unwin, Sydney, in mid-1998.     

Introduction: human resource management in Africa

This article introduces the special issue that seeks to spur the debate on the challenges of managing people in organizations in Africa. The debate on HRM in Africa has proceeded with tentative steps and now clearly needs to be located firmly within the international management context. It is not the purpose of this special issue to discover or develop an over-arching model of HRM. That has been attempted elsewhere. Our purpose is to bring together the various threads that characterize the on-going debate and hopefully move towards a more specific research agenda which captures the complexity of managing on the African continent. Some of these threads include the formulation of new perspectives on HR research, finding common ground with diverse disciplines and tackling enduring problems like ethnicity and discrimination.     

Human resource strategies,workplace reform and industrial restructuring in Australia and New Zealand

In recent years, Australia and New Zealand have pursued two different routes of labour market reform. New Zealand opted for a radical experiment in the deregulation of industrial relations and other areas. Australia pursued a co-operative and co-ordinated approach to reform within the centralized arbitral system. Both reform initiatives were designed to stimulate improvements in organizational performance and cost competitiveness. In this paper, we argue that there are three main types of strategies that management can use to reduce labour cost and improve performance: productivity-enhancement, costminimization and work-intensification strategies. We argue that the former is a long-term sustainable strategy whereas the latter two are negative short-term strategies that may have deleterious longer-term effects. This paper reports the results of a cross-national survey in New Zealand and Australia into the extent of adoption of these management strategies. The results are presented by industry, employment size, mode of operation and countries as a whole. The research findings indicate that New Zealand's decentralization has encouraged a higher degree of employer experimentation with both positive and negative workplace change strategies, especially in the private sector. Australia's more centralized system limited the use of cost-minimization strategies but not productivity-enhancing strategies in the public and not-for-profit sector. The research found evidence of work intensification in both countries.     

Cultural barriers in the transferability of Japanese and American human resources practices to developing countries: the Turkish case

Multinational enterprises can be expected to increase their chances of success by understanding the socio-cultural systems of the regions in which they operate. This paper examines the applicability of Japanese and American human resources management practices in Turkey within a socio-cultural perspective. Emphasizing the contextual differences between developing and industrialized countries and comparing work-related values of the three countries, the paper argues that Japanese human resources practices are more compatible with Turkish societal characteristics than are their American or Western counterparts.     

Economic marginalism and the microstate,the impact of donor conditionality requirements in international aid programmes on a SHRM training project in the Cook Islands

Donor conditionality involves the formal terms and commitments under which major international aid agencies, such as the World Bank and the IMF grant aid or arrange loans for developing countries. In doing so, said agencies have tended to emulate, as a matter of policy, private-sector market reforms based on the contemporary neoclassical model. As a consequence, donor conditionality tends to place formalized and regular stress on inflationary control, privatization of publicly owned equity and the deregulation of public-sector employment. In turn, the functional utility of strategic human resource management as a vehicle able to obtain major change-related outcomes has tended to give it an important role in the implementation process. This paper reports on events that took place in the Cook Islands, a central Pacific microstate, during a university-based training course for public service managers in which the government imposed on a virtual exercise the full weight of real decisionmaking process. It will attempt to place this action in a larger context by, first, critically examining the tendency for SHRM initiatives to be distorted - a situation that arises when the requirements of donor conditionality do not fit the economic, social and cultural conditions in which they are to be applied. It will conclude by reviewing some of the issues to be debated should the tendency to use a single model of reform be replaced by a more country-friendly programme of requirements.     

Strategic segmentation in front-line services: matching customers,employees and human resource systems

This paper examines variation in the use of high involvement work practices in service and sales operations. I argue that the relationship between the customer and front-line service provider is a central feature that distinguishes production-level service activities from manufacturing. In particular, through strategic segmentation, firms are able to segment customers by their demand characteristics and to match the complexity and potential revenue stream of the customer to the skills of employees and the human resource system that shapes the customer–employee interface. Unlike manufacturing, where high involvement systems have emerged in a wide variety of product markets, therefore, service organizations are likely to use high involvement systems only to serve higher value-added customers because of the high costs of these systems and the labour-intensive nature of services. Data from a nationally random sample of 354 call centres in US telecommunications documents this pattern: from classic mass production approaches for back office workers and increasingly for front office residential service agents, to greater involvement for small business service providers and high involvement practices for middle-market service agents.     

Participatory management and industrial relations climate: a study of Chinese,Japanese and US firms in Taiwan

This study examines the relationship between industrial relations climate and the employee attitudes towards participatory management in Chinese-, Japanese- and US-invested electronics firms in Taiwan. Among the findings, Chinese firms tended to have a higher level of participatory management and more effective participatory management than US-invested firms in Taiwan. It was also confirmed that the harmony and openness aspects of industrial relations climate had a positive and significant correlation with the effectiveness of participatory management, including the personnel, operational and social matters. It was concluded that multinational corporations (MNCs) which need centralized control of their overseas operations will be less willing to encourage participatory management in their local operations. Finally, it was revealed that the effectiveness rather than the level of participatory management could better predict industrial relations climate.     

Variations in human resource management in Asian countries: MNC home-country and host-country effects

This paper investigates the determinants of HRM strategy in a random sample of firms operating in Korea and Taiwan. Both indigenous and foreign-owned firms are studied. HRM strategy is measured in terms of the company's reliance on high-performance, versus more traditional, HRM policies and practices in several different areas, including staffing, employee influence, employee rewards and employee autonomy. Independent variables include the firm's country or region of origin (USA, Japan, Europe, Korea or Taiwan), the host country (Korea or Taiwan) and the internal culture of the firm, as measured by upper management's perception that human resources constitute a significant source of value for the organization. Pronounced differences are found across countries of origin and between the two host countries. Managerial values and various organizational characteristics that serve as control variables are also found to impact on HRM strategy.     

Total quality management and human resource systems: an international comparison

This paper takes advantage of a unique international data set to examine the determinants of the adoption and sustainability of total quality management techniques, focusing in particular on the role played by human resource professionals and practices. The data come from a 1991 survey conducted by Ernst and Young and the American Quality Foundation covering the use of TQM tools in the computer, auto, health care and banking industries in Japan, the United States, Canada and Germany.

The research distinguishes between two ways of implementing total quality management – one approach conceptualizes TQM as a relatively limited set of technical engineering changes while the second implements these technical changes as part of a larger transformation of the organization of work. We find support for the second approach in that the number of employees using quality tools and the number of quality tools in use is greater and lasts longer in firms that also have team-based human resource systems for frontline employees, with team structures, suggestion systems, meetings and group rewards. This central finding holds across all countries and industries studied.

We also find that achievement of these changes requires the commitment of organizational stakeholders to incorporate the interests of employees in strategic decision making. Though union presence alone does not predict the adoption or sustainability of these innovations, partnership between management and union does have a positive effect. The level of strategic influence of the human resource department also influences innovation, though in ways that differ across countries and industries.

The findings suggest the value of comparative studies and of research focused at exploring sub-national variation. The findings also suggest the value of a longitudinal study of the sustainability of innovation.     

Ethnicity and human resource management practice in sub-Saharan Africa: the relevance of the managing diversity discourse

The paper explores issues of human resource diversity in the multi-ethnic societies of sub-Saharan Africa, arguing that ethnicity constitutes a primary dimension of diversity. The influence of ethnicity on employment relations in organizational life in this region is examined and whether the discourse of managing diversity could be applied to manage such diversity. The paper argues that, if the ethnic diversity found in African organizations is well managed, this could enhance organizational harmony and effectiveness. Further, if organizations in Africa deliberately embrace approaches of 'inclusion' rather than 'exclusion' in managing their human resource and appreciate the inherent employee 'difference', it could improve the image and effectiveness of organizations operating here. At the same time, there is a need to adapt such approaches to the cultural specificity of local contexts.     

Managing human resources across cultures: a comparative analysis of practices in industrial enterprises in China and The Netherlands

Abstract Although researchers and practitioners have come up with many good ideas for improving the employment relationship, there is no evidence for universally applicable practices. Prior theoretical work and research in the area of (international) human resource management indicate that cultural and contextual constraints are responsible for the problematic nature of transference of practices. This study illustrates and explains the contextual as well as cultural boundaries through a direct comparison of practices as used in a matched sample of industrial companies in China (n=97) and The Netherlands (n=47). It is argued that differences in organizational structure, cultural values and labour regulations account for the variation between countries. The results show considerable differences between China and The Netherlands in the HRM practices of industrial enterprises. Also, the organizational culture of the companies studied varies between the two countries and the differences found are clearly in line with differences on the national cultural level.     

An empirical study of human resource management policies and practices in foreign-invested enterprises in China: the case of Shenzen Special Economic Zone

Information about human resource management (HRM) practices in foreign-invested enterprises (FIEs) in China has been limited to studies involving a small number of cases. This study provides an empirical assessment of HRM practices used in 158 FIEs operating in Shenzen Special Economic Zone (SEZ) of the Guangdong Province in southern China. Results suggest that FIEs have moved away from centrally planned job allocation, life-time employment and egalitarian pay towards open job markets at management and non-management levels, contractual employment where pay and longevity are based on individual worker and company performance and compensation plans that recognize differences in skills, training and job demands. These practices seem to reflect the influence of the economic reform in China. Other aspects of HRM practices used by FIEs, such as approximate equality of pay for men and women, limited differences between management and non-management salaries and widespread provision of housing and other benefits for employees, seem to reflect the influence of the Chinese socialist ideology.