The role of human resource management (HRM) in Australian-Malaysian joint ventures

This article examines human resource management (HRM) for successful Australian-Malaysian joint ventures (JVs), on the basis of survey data and case studies. The findings suggest that each phase of JV development had its own pattern of HR practices. Three phases of development were distinguished - initiation, transitional, and maturational. The first phase involved selecting, recruiting and training a skilled workforce and formulating rudimentary human resource policies. Cultural differences were most marked in this phase. The second phase, after three years of operation, involved evolution of human resource policies better suited to local conditions, and more polycentric management staffing. The final phase, after six years of operation, saw the development of a distinctive human resources system, and the minimisation of cultural differences as an operational issue. In this phase there was also a move to more geocentric management staffing.

Suzhi development: Indigenous approaches to enhancing the quality of human resources

Purpose- This paper aims to examine the Chinese indigenous concept of suzhi ((ProQuest: Non US-ASCII text omitted)) by analyzing its historical evolution and its contemporary implications for human resource management (HRM) research and practice at the national and organizational levels.Design/methodology/approach- An integrated review of literatures in sinology, political science, anthropology and sociology concerned with suzhi-related research, combined with recent incidents associated with suzhi.Findings-Suzhi is an indigenous concept embedded in the centuries-long historical context of China.Suzhi development has been focused on three key dimensions, moral, physical and mental, as a way of building quality employees and citizens. Yet developing and quantifying the moral aspects ofsuzhi is more challenging than measuring its physical and mental dimensions. Linkingsuzhi development to human capital theory enriches the understanding of this indigenous concept at both organizational and national levels.Research limitations/implications- By analyzing a three-dimensionalsuzhi composite, the article offers an example of howsuzhi may be linked to human capital theory and identifies directions for future research.Originality/value- By analyzingsuzhi at organizational and national levels for HRM purposes, this article broadens thesuzhi literature from its place in the political sciences and social anthropology to encompass a theoretical analysis in HRM and development for the benefit of organizations and the society.

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.

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.

Piecing together the puzzle of graduate employment : factors that shape the graduate work expectations of human resource management students

Providing graduates with a set of skills and attributes relevant to their future employment remains a key topic in both higher education policy and research. This paper reports findings from a pilot study of human resource management (HRM) students' perceptions of the graduate work experience. Specifically, it focuses on how these perceptions are shaped, driven by a concern for the uncertainty - and even fear - expressed by the study's participants in relation to their future workplace experiences. The influences of three key factors in shaping participants' expectations are discussed: the graduate recruitment experience, previous work experiences and 'graduate work folklore' from the stories of family and friends. With these influences not always providing students with a realistic picture of their future work experience, we conclude that educators need to improve the opportunities for practical experience and industry knowledge through work placements, stronger links with industry and increased exposure to the practicalities of work within the curriculum.

Human resource management activities on the front line : a nursing perspective

Objective: To identify the practical human resource management (HRM) issues that may impact on job satisfaction, nurse retention and ultimately quality of patient care of the nurse unit manager's (NUM) role.
Background: NUMs are in the unique position within the healthcare industry to impact upon and effect large numbers of people, including nurses, doctors, patients and their families, and processes on a daily basis. More effective HRM practices could improve performance in terms of staff satisfaction, positive patient outcomes and the cost effectiveness of staff retention.
Method: Two focus groups, one group of nine NUMs and one group of five staff nurses, were conducted at an Australia public hospital. A descriptive phenomenological approach informed data generation and data analysis.
Results: The NUMs reported that they were not adequately trained in the skills required to effectively manage staff conflict such as manipulation and bitterness, requiring disciplinary intervention on an ongoing basis. The consequences included reduced staff morale, decreased staff satisfaction, increased stress to the NUM and ultimately retention issues for both the NUM and Unit staff.
Conclusion: This study highlights the potential impact of inadequate implementation and understanding of HRM policy and practice by NUMS on the front line. Further research is required to understand why this phenomenon exists and how it can be remedied.

Management perspective for TQM solution

Quality management is an important research topical in construction industry. The aim of this paper is to review and investigate, via extensive literature reviews, the management perspectives when construction organization implementing total quality management (TQM). If it is successfully operated, competitive advantage will be enhanced that may lead to eight beneficial areas [improve quality and environmental performance; broaden business opportunities; benefit the community; increase market share; improve finance situation; enhance organizational effectiveness; streamline response to legal issues and lessen insurance budget] which favour commercial viability. However, there are challenges in doing so which include inexperience, resources and administrative constraints, inadequate management skill, and cultural differences. Therefore, in order to foster quality culture, it needs four management directions, namely construction management (CM), knowledge management (KM), project management (PM) and human resources management (HRM). One can reasonably conclude that the quality improvements by TQM are going to create long term commercial advantages.

Tapping global human resources in an MBA teaching team : insights with implications for management education worldwide

It is found that geographic diversity, respect for differing beliefs, encouraging feedback, active participation and interaction with the students, and techniques such as active listening, contribute an architecture and atmosphere to student learning, teacher effectiveness and program excellence in virtual education. One functioning teaching team in University of Maryland University College’s online MBA program provides the action research foundation underpinning the findings. A widely dispersed team of academics and assistants have documented the ways they enhance educational information for students in the program. Assessment activities, supplementary communications and biographical information contribute to student perception of the quality of management education in the program. Mechanisms for effectively tapping a global faculty team are discussed and are informative for administrators and academics alike.

International human resource management strategies of Chinese multinationals operating abroad

Strategic international human resource management (SIHRM) is crucial for the effective leveraging of human resources in organizations to achieve the desired business strategies. There is a rich collection of studies on western multinational corporations (MNCs) in China, but few studies that explore the SIHRM of Chinese MNCs operating overseas. This study utilizes cross-level, in-depth interviews to analyse SIHRM of three large Chinese multinationals. The paper contributes to literature by addressing two contextual SIHRM issues, namely the characteristics of the SIHRM for Chinese multinationals and how their SIHRM orientation facilitates their international investment and operation. The findings indicate that organizational transformation is the starting point for latecomers matching their international HRM strategies. Their SIHRM approaches, such as forming learning organizations, reliance on host-country nationals, reconciling both home and host-country effects and promoting ‘best practices’, facilitate their international operations.

Employee engagement, human resource management practices and competitive advantage

Abstract
Purpose - The purpose of this paper is to argue in support of a model that shows how four key HRM practices focused on engagement influence organizational climate, job demands and job resources, the psychological experiences of safety, meaningfulness and availability at work, employee engagement, and individual, group and organizational performance and competitive advantage.
Design/methodology/approach - This conceptual review focuses on the research evidence showing interrelationships between organizational context factors, job factors, individual employee psychological and motivational factors, employee outcomes, organizational outcomes and competitive advantage. The proposed model integrates frameworks that have previously run independently in the HR and engagement literatures.
Findings - The authors conclude that HRM practitioners need to move beyond the routine administration of annual engagement surveys and need to embed engagement in HRM policies and practices such personnel selection, socialization, performance management, and training and development.
Practical implications - The authors offer organizations clear guidelines for how HR practices (i.e. selection, socialization, performance management, training) can be used to facilitate and improve employee engagement and result in positive outcomes that will help organizations achieve a competitive advantage.
Originality/value - The authors provide useful new insights for researchers and management professionals wishing to embed engagement within the fabric of HRM policies and practices and employee behaviour, and organizational outcomes.

E-Commerce, human resource strategies, and competitive advantage: two Australian banking case studies

Service organizations need to consider in depth the human resource management (HRM) strategies that will enable them to achieve sustained competitive advantage in the e-commerce era. This paper analyzes the HRM strategies developed to accommodate the changing customer service practices associated with B2C e-commerce in the retail banking sector. Based on case study data, it describes how two banks in Australia, one large, the other small, have linked their e-commerce strategies with their overall business strategy, and the extent to which their HRM strategies have helped them to utilize their e-commerce capability to achieve sustained competitive advantage.