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1 – 10 of over 2000
Article
Publication date: 7 August 2017

Takashi Sakikawa, Kaushik Chaudhuri and Nurhaizal Azam Arif

The purpose of this study is to explore the relationship between management practices and manufacturing performance, based on evidence from India and Malaysia – two countries from…

Abstract

Purpose

The purpose of this study is to explore the relationship between management practices and manufacturing performance, based on evidence from India and Malaysia – two countries from the cultural area of Southern Asia.

Design/methodology/approach

The authors theorized by drawing not only on the strategic human resource management (SHRM) literature but also on cross-cultural research. A total of 233 leaders constituted this study’s sample: 96 production leaders from 16 Indian companies and 137 production leaders from 16 Malaysian companies participated in the survey.

Findings

Some of the high-performance work practices (HPWPs) were effective across India and Malaysia. The use of HPWPs in Indian culture led to better manufacturing performance than the use of HPWPs in Malaysian culture.

Research limitations/implications

This study did not measure national culture itself but instead used a dummy-coded variable of country as its proxy. Not only can national culture explain varieties in management practices including HPWPs, but it can also interact with these practices to affect performance.

Practical implications

Indian and Malaysian managers can learn about their management practices from this, and they can learn about benefits they might bring to their workplaces if they manage through the use of HPWPs.

Originality/value

The authors’ research provides insight into the capability of national culture to moderate the relationship between HPWPs and manufacturing performance, even among two countries situated in the same region of Southern Asia.

Details

Journal of Asia Business Studies, vol. 11 no. 3
Type: Research Article
ISSN: 1558-7894

Keywords

Article
Publication date: 6 May 2014

Greg G. Wang, Yichi Zhang, David Lamond and Jie Ke

The purpose of this study is to review the current status of the Journal of Chinese Human Resource Management (JCHRM) in this initial stage and present a number of emerging unique…

Abstract

Purpose

The purpose of this study is to review the current status of the Journal of Chinese Human Resource Management (JCHRM) in this initial stage and present a number of emerging unique Chinese phenomena for scholarly attention in relation to JCHRM entering its fifth year.

Design/methodology/approach

Based on a review of JCHRM's status, we further reviewed literature and media reports to identify new research opportunities for indigenous Chinese human resource management (HRM) research.

Findings

JCHRM has demonstrated its strength and uniqueness in contributing to management knowledge production and dissemination in the first four years, thanks to enthusiastic support from the worldwide research community. Moving forward, we identify a number of intriguing indigenous phenomena, including distinctive social political contexts in state-owned enterprises, emerging trends in embracing the Party Branches (dang zhi bu, Fixed graphic 1) by multinational corporations (MNCs) in China and the indigenous Chinese suzhi (Fixed graphic 2) phenomenon, for new opportunities in Chinese HRM research.

Research limitations/implications

The three indigenous phenomena constitute only a few samples. Developing a theoretical understanding of Chinese HRM phenomena has a long way to go. Continued inquiries in this area will not only help build local knowledge on complex organizational dynamics but also enrich the overall management knowledge base.

Originality/value

We review the status of JCHRM in its first four years and bring a sample of intriguing indigenous Chinese phenomena to the attention of the worldwide scholarly community for future research.

Details

Journal of Chinese Human Resource Management, vol. 5 no. 1
Type: Research Article
ISSN: 2040-8005

Keywords

Article
Publication date: 1 December 2004

Mary Keating and Karen Thompson

International human resource management (IHRM) research is becoming an increasingly important topic in light of the relentless pace of globalisation. Three strands of research…

13544

Abstract

International human resource management (IHRM) research is becoming an increasingly important topic in light of the relentless pace of globalisation. Three strands of research contribute to our understanding of IHRM, the most dominant being research on human resource management in multinational companies. This paper categorises the literature in the field, highlighting disciplinary introspection within and between each strand. Argues that, by neglecting to embrace the contributions of research from cross‐cultural management and comparative human resource management, the field lacks the necessary conceptual and methodological tools to advance. Concludes by suggesting areas where collaboration and cross‐fertilisation between disciplines can occur before embarking on the integrative process of theory building.

Details

Employee Relations, vol. 26 no. 6
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 1 February 2000

Yaw A. Debrah and Ian G. Smith

Presents over sixty abstracts summarising the 1999 Employment Research Unit annual conference held at the University of Cardiff. Explores the multiple impacts of globalization on…

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Abstract

Presents over sixty abstracts summarising the 1999 Employment Research Unit annual conference held at the University of Cardiff. Explores the multiple impacts of globalization on work and employment in contemporary organizations. Covers the human resource management implications of organizational responses to globalization. Examines the theoretical, methodological, empirical and comparative issues pertaining to competitiveness and the management of human resources, the impact of organisational strategies and international production on the workplace, the organization of labour markets, human resource development, cultural change in organisations, trade union responses, and trans‐national corporations. Cites many case studies showing how globalization has brought a lot of opportunities together with much change both to the employee and the employer. Considers the threats to existing cultures, structures and systems.

Details

Management Research News, vol. 23 no. 2/3/4
Type: Research Article
ISSN: 0140-9174

Keywords

Book part
Publication date: 27 July 2012

Rosemary Batt and Michel Hermans

The purpose of this paper is to bridge the boundaries separating strategic and comparative institutional perspectives on human resource systems and employment relations. Each…

Abstract

The purpose of this paper is to bridge the boundaries separating strategic and comparative institutional perspectives on human resource systems and employment relations. Each research tradition has investigated the role and outcomes of corporations as they operate in an increasingly global economy. Researchers in these traditions, however, ask different research questions and draw on distinct social science disciplines, theoretical assumptions, and research methodologies. While they have pursued parallel but separate tracks, we argue that they have important lessons for each other. In this paper, we review the core characteristics and critiques of each research tradition, provide a series of examples of efforts to bridge their differences, and offer suggestions for future integration.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-78190-172-4

Book part
Publication date: 18 August 2006

Kerstin A. Aumann and Cheri Ostroff

In recent years, theory and research have been increasingly devoted to understanding organizational behavior in cross-cultural and global contexts, with particular attention being…

Abstract

In recent years, theory and research have been increasingly devoted to understanding organizational behavior in cross-cultural and global contexts, with particular attention being paid to the appropriateness of various human resources management (HRM) practices because practices that may be effective within one cultural context may not be effective in other cultural contexts. This chapter argues that a multi-level perspective is needed to explain the interplay between HRM practices and employee responses across cultural contexts. Specifically, the multi-level framework developed in this chapter elucidates the importance of fit between HRM practices, individual values, organizational values, and societal values. Societal values play a key role in the adoption of HRM practices, and the effectiveness of these HRM practices will depend largely on “fit” or alignment with the values of the societal culture in which the organization is operating. HRM practices also shape the collective responses of employees through organizational climate at the organizational level and through psychological climate at the individual level. For positive employee attitudes and responses to emerge, the climate created by the HRM practices must be aligned with societal and individual values. Building on these notions, the strength of the societal culture in which the organization is operating serves as a mechanism that links relationships between climate, value fit, and attitudes across levels of analysis. The chapter concludes with some recommendations for future research and implications for practice.

Details

Multi-Level Issues in Social Systems
Type: Book
ISBN: 978-1-84950-432-4

Article
Publication date: 1 August 2002

Pawan Budhwar, Andy Crane, Annette Davies, Rick Delbridge, Tim Edwards, Mahmoud Ezzamel, Lloyd Harris, Emmanuel Ogbonna and Robyn Thomas

Wonders whether companies actually have employees best interests at heart across physical, mental and spiritual spheres. Posits that most organizations ignore their workforce …

56883

Abstract

Wonders whether companies actually have employees best interests at heart across physical, mental and spiritual spheres. Posits that most organizations ignore their workforce – not even, in many cases, describing workers as assets! Describes many studies to back up this claim in theis work based on the 2002 Employment Research Unit Annual Conference, in Cardiff, Wales.

Details

Management Research News, vol. 25 no. 8/9/10
Type: Research Article
ISSN: 0140-9174

Keywords

Article
Publication date: 6 April 2012

Thomas N. Garavan and Ronan Carbery

The aim of this paper is to review published conceptual and research papers within the field of international, comparative and cross‐cultural HRD.

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Abstract

Purpose

The aim of this paper is to review published conceptual and research papers within the field of international, comparative and cross‐cultural HRD.

Design/methodology/approach

The paper's approach is a targeted literature review focusing on papers within the mainstream HRD journals, as well as a small number of non HRD journals.

Findings

The literature review revealed that international, comparative and cross‐cultural HRD is an emerging subfield of study. In general the authors were able to categorise the literatures into the three trajectories specified. However, they noted contradictions and confusions within the literature.

Research limitations/implications

The paper is solely theoretical in nature; however, it does identify gaps for further research. The authors highlight specific research questions within each trajectory as well as proposing a global HRD construct.

Originality/value

The paper is particularly valuable to scholars interested in theorising and researching international, comparative and cross‐cultural HRD. It sets the scene for the special issue on the three trajectories, and identifies possible avenues for future theorising and research.

Details

European Journal of Training and Development, vol. 36 no. 2/3
Type: Research Article
ISSN: 2046-9012

Keywords

Article
Publication date: 24 October 2023

Sarawut Pathomphatthaphan, Simanchala Das and Lalatendu Kesari Jena

The purpose of the cross-cultural study is three-fold – (1) to examine the effect of agile strategic human resource management (ASHRM) practices for each stage of the employee…

156

Abstract

Purpose

The purpose of the cross-cultural study is three-fold – (1) to examine the effect of agile strategic human resource management (ASHRM) practices for each stage of the employee life-cycle on employee outcomes, (2) to investigate employee outcomes – organisational outcome linkage and (3) to explore the link between organisational outcomes and shared values to society.

Design/methodology/approach

The research used random sampling to select 674 managers (358 from India and 316 from Thailand) who work in food processing firms. A structured questionnaire was administered to the respondents separately for collecting data. The authors used PLS-SEM to verify the study hypotheses and related research models.

Findings

The multi-group analysis (MGA) results indicated a significant difference in agile SHRM practices, employee outcomes, organisational outcomes and shared values in the Indian and Thai samples. However, the difference in the impact of the organisational outcome on shared values to society was found to be insignificant, suggesting that organisational outcome had a similar impact on shared values in both countries.

Practical implications

The agile strategic HR practices, especially talent acquisition, learning and development, reward and recognition, must be aligned to suit country-specific culture for improving job satisfaction, employee engagement and employee productivity, which would result in improved organisational outcomes such as profitability and customer satisfaction, ultimately enhancing shared values to society. This comparative analysis would also help the Indian and Thai food sectors develop new strategies or alter existing ones in light of the ASHRM model.

Originality/value

The study provides an innovative ASHRM framework from a cross-cultural perspective, which may help organisations to adopt agile talent acquisition, career development and separation strategies to thrive in the turbulent international business environment.

Details

Journal of Organizational Effectiveness: People and Performance, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2051-6614

Keywords

Abstract

Details

The Emerald Handbook of Work, Workplaces and Disruptive Issues in HRM
Type: Book
ISBN: 978-1-80071-780-0

1 – 10 of over 2000