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1 – 10 of over 2000Takashi 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.
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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.
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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…
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.
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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…
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.
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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.
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 …
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.
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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.
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.
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.
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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…
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.
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