A preliminary study on human resource management in international construction

As construction companies continue to explore foreign construction markets, various international construction projects are being undertaken in all corners of the world. In an international construction project with many unique and complicated characteristics, human resource management can play a significant role in promoting the efficient use of complex human resources. The aim of this paper is to establish a valid foundation for further research on measuring the impact of human resource management economically for international construction projects. The paper examines human resource management literature and identifies the application of the related management techniques to the construction industry. In addition, the paper uses the literature analysis to describe the nature of human resource management with particular reference to international construction projects. In particular, the research described in this paper identifies economic performance factors in the implementation human resource management in international construction projects. This paper also identifies the social effects of human resource management practices.

Think global, act local: from naive comparison to critical participation in the teaching of strategic international human resource management

In this paper, we examine the implications of ethnocentrism and paternalism in teaching approaches for the field of strategic international human resource management (SIHRM), as an example of management studies. We argue that the teaching of SIHRM has been approached in a colonizing fashion, joining and extending the territories of human resource management and organizational strategy through the definition and teaching of a new language and conceptual vocabulary. We explore philosophical approaches and processes involved in teaching SIHRM, and consider implications of pedagogical developments in this field of management education.

A model for the implementation of strategic human resource management

This paper has been developed out of an action research project involving the Australian Taxation Office (ATO). One of the outcomes of this project was the development of a model for the implementation of Strategic Human Resource Management (SHRM) for the purpose of cultural change and/or alignment to business strategy.

The paper brings together many of the theories that have arisen in SHRM in the last decade or so, including theories around human capital, the resource-based view, HR configuration, HR architecture, vertical and horizontal fit, HR systems and HR roles.

A model to enable organisational cultural change using systemic strategic human resource management

Cultural change in organisations is both difficult to implement and hard to achieve. In this paper, theory from strategic human resource management, organisational cultural change, systemic thinking and practice, and punctuated equilibrium, is integrated in order to build a model for organisational culture change. Evidence is provided showing the capacity of the model to enable researchers and organisational change agents to improve the success of organisational cultural change programs.

The role of human resource management in moderating the relationship between organisational culture and TQM adoption

Culture has been considered as one of the factors that influences the TQM adoption process of organisations. Based on Hofstede’s cultural dimensions, we suggest that individualist organisations would find difficulties in adopting TQM, which tends to reflect a more collectivist than individualist culture. We, however, believe that individualist organisations can overcome this problem by establishing collectivist HRM policies by creating collectivistic TQM environment. This paper thus fills the gap between literature on culture, HRM and TQM. Notably, based upon the examination of the impact individualist versus collectivist culture have on HRM policies and TQM adoption, this paper proposes collectivist HRM policies as the significant moderating variable on the relationship between the culturally diverse members and the TQM adoption within the organisational context. Based upon the theoretical framework developed in this paper, implications for future research are outlined.

Human resource management : transforming theory into innovative practice

Facilitates the development of critical and innovative thinking, allowing readers to make Strategic Human Resources Management decisions in the light of the diverse features of any given business and its operating environment. Hartel, Fujimoto, Stybosch all from Monash University, Fitzpatrick, Victorian Chamber of Commerce.

Using competencies in human resource management : case studies in Australian companies

This study investigated the use of competencies for human resource management in seven Australian companies. Despite advocacy for the use of competencies by Government Committees and Task Forces (For example Carmichael (1992), Mayer, (1992) and Karpin, 1995), and the existence of competency standards for eighty per cent of the Australian workforce, the competency approach has not been widely adopted. A review of the literature indicated that the term competency had several meanings with different implications for its use depending on the meaning. The study looked at how individuals have defined the term and applied the approach to human resource management practices. Interviews were conducted with Human Resource and Training managers, and operative staff in companies using competencies. How they defined the term, described the rationale for using competencies, and applied competencies to selection, training, performance appraisal and remuneration were determined. Case studies were written for each company to describe their particular application of competencies. Competencies were found to be defined in several ways by those interviewed. Some advantages of using competencies in human resource management applications were found. The amount of work involved in introducing the competency approach was described as a reason why competencies have not been more widely adopted.

Human resource management and performance : a study of Australian joint-ventures in Malaysia

Examines human resource management and performance of successful Australian-Malaysian joint ventures. The findings suggest that each phase of joint venture development has its own pattern of human resource practices. Also discussed are human resource problems in joint ventures, strategies to overcome them and factors associated with success.

Enabling organisational cultural change using systemic strategic human resource management - a longitudinal study

The paper reports on a longitudinal assessment of sustained organizational cultural change in the Australian Taxation Office. Results from a major action research change project are provided. A clear finding from this research is that the cultural change had been sustained through the systemic application of strategic human resource management.

Human resource management studies in mainland China : mainstream or alternative research?

Our paper presents a summary of the existing literature on human resource management (HRM) studies in mainland China published in the 25 leading international journals over the last 30 years. The aim is to take stock of what is known and what is yet to be known about HRM in China. We argue that what is known is comparative rather than definitive, with HRM in China treated as a subset of international HRM, rather than as a mainstream issue. With a quarter of the world’s population affected by an understanding of what constitutes better HRM in China, we call for a more inclusive, collaborative approach by researchers inside and outside China.

A critical review of human resource management studies (1978-2007) in the People's Republic of China

The study reviews the empirical studies on human resource management (HRM) practices in mainland China published in 26 leading international journals across the span of 30 years in the period 1978-2007. We intend to achieve three aims in this review: (1) to take an inventory of what have been done so far in the field of HRM studies in China; (2) to critically evaluate the development of Chinese HRM practices in the past 30 years; and (3) to identify research gaps for what needs to be done in the future. Along with this critical review, we also examine which research methods have been used in the empirical inquiries; where the research has been published; and who has made the most contribution in the field of Chinese HRM studies. We conclude that what is known is comparative rather than definitive, with HRM in China treated as a subset of international HRM, rather than as a mainstream issue. With a quarter of the world's population affected by an understanding of what constitutes better HRM in China, we call for a more inclusive, collaborative approach to further theorising and substantiating HRM studies by researchers inside and outside China.