Asia Pacific Journal of Human Resources最新文献

Sustainable human resource management (HRM) has been evolving for more than 15 years. It builds on strategic HRM (SHRM). Sustainable HRM is built around broad organisational goals in a number of areas, not just ‘business’ goals. Central to this approach is the link between HRM and sustainability. Sustainable HRM seeks to achieve positive economic, social, human and environmental outcomes simultaneously, in the short term and the long term. The 2030 Agenda for Sustainable Development established Sustainable Development Goals. These provide strategies, goals, activities and management practices which human resource practitioners can apply to further sustainability outcomes. This link with sustainability has contributed to studies in areas very different to SHRM and required consideration of additional theories for insights into Sustainable HRM. This article identifies six characteristics of Sustainable HRM which explain the divergence with SHRM. These characteristics are contradictory outcomes, concern with capability development, the need to recognise potential and actual positive and negative outcomes, attention to the development and implementation of HRM activities, the explicit statement of values informing Sustainable HRM and the design of metrics to promote sustainability.

The boundaries of talent management (TM) are shifting. However, there remains insufficient understanding of the impact of context and stakeholders within the conceptualisation of TM. Considerable confusion remains about how TM is conceived and defined in the Chinese context. Even less is known about how to reconceptualise Chinese TM in a changing new context. This review adopts a new theoretical lens of talent value to reconsider the current definitions of Chinese TM and presents a framework for re-examining the relationships between the components of Chinese TM. Integrating the findings of the academic and practical literature, this article proposes a model to identify key contextual factors of the new context to observe and analyse the impacts of contextual changes on the concept of Chinese TM. By reviewing the English and Chinese literature on TM in the Chinese context, we bridge the knowledge gap and provide non-Chinese readers with insights into the Chinese TM phenomenon and ways of conceptualisation that will be relevant to multinational firms operating in China and cross-country comparative studies.

The information technology and business process (IT&BP) offshoring sector in Asia continues to experience internal challenges and pressures from the external environment that lead to employee attrition. Despite the many human resources (HR)-related interventions and practices, there remains a considerable turnover rate, not just within individual firms but across the entire IT&BP offshoring industry. We therefore question the current state of HR management within the sector and review the literature from 2000 to 2020. Utilizing the antecedents, decisions, and outcomes (ADO) organizing framework, we synthesize the different HR practices, their antecedents, and their outcomes. Our synthesis enables us to identify areas for future research, guided by the ADO framework, such as strengthening the theoretical grounding for the investigation of HR practices, greater contextualization regarding Asian culture, and acknowledgement of recent and emerging trends. These avenues can both build knowledge and inform practice as to how to effectively manage HR in the IT&BP offshoring sector in Asia, thereby reducing the high employee attrition rates.

Information and Communications Technology (ICT) has become an important force to promote the development of enterprises, but its impact on female career development is still controversial, mainly because existing studies have not gone deep into the operational level of enterprise ICT, have not focused on the research into the use environment of ICT, and have been lacking in quantitative analysis. In this article, empirical analysis is conducted through the use of the World Bank Survey Data on Chinese Manufacturing Companies 2012 and the Chinese General Social Survey, plus the adoption of the logit model. These studies reveal that 1) the degree of enterprise informatization and the degree of IT (information technology) support can significantly promote female career development, and 2) in terms of the influence mechanism, gender culture plays an intermediary role, i.e. ICT affects female career development by promoting an equal gender culture.

Acculturation is important in predicting expatriation success, especially for Chinese expatriates. Given the inconsistent findings regarding the effectiveness of cross-cultural training (CCT) on expatriate acculturation, this study adopts the ‘internal fit’ perspective, which indicates that managerial practices jointly influence employees. Specifically, we investigate how CCT interacts with other internally aligned managerial components, including repatriation practice and leadership consideration, to affect expatriate acculturation. Two survey studies were conducted to test our hypotheses. We gathered cross-sectional data from 178 Chinese expatriates from three multinational enterprises in study 1 and time-lagged data from 230 Chinese expatriates from more than 200 multinational enterprises in study 2. Results demonstrate a positive relationship between CCT and expatriates’ acculturation, with repatriation practice strengthening that relationship. Moreover, CCT, repatriation practice and leadership consideration promote expatriates’ acculturation in a synergistic manner. This study contributes to the literature on Chinese expatriates and provides practical implications.

As part of this 60^th anniversary edition of the Asia Pacific Journal of Human Resources, this paper provides a review of the impact of technology over the last decade on the role of HRM. This period was bookended by the global financial crisis and the Covid-19 pandemic and saw the emergence of fourth industrial revolution. The decade provided a platform and maturity of a wide range of technology-based processes requiring appropriate policies to guide and manage them. From social media and cyber-vetting, to electronic monitoring and surveillance and biometric testing, all have made a significant impact across the workplace and not least on the HRM aspect of work. The paper addresses these changes to show the significant impact on the workplace.

The Asia Pacific Journal of Human Resources (APJHR) celebrates its 60^th anniversary in 2022. In this 60^th anniversary issue, we provide a brief overview of the APJHR and its recent developments. We outline a few thematic areas, with indicative research questions that would facilitate researchers to extend the field of HRM research with policy relevance and societal impact in the Asia Pacific, drawing on several megatrends as the context. These include demographic changes, climate change and energy transition, digital technology and the growing interest in HR analytics, and the global pandemic. We then present a collection of review articles included in this anniversary issue that provide a critical appraisal, from a historical lens, of selected research topics including those published in the APJHR; we reflect on how they have evolved and what further research efforts can be exerted to advance the field.

This paper examines the interface between corporate social responsibility (CSR) and human resource management (HRM) within organisational settings. It draws on 29 interviews with senior CSR and HR professionals in 16 New Zealand organisations to explore the implications of CSR for HRM. Findings indicate that the pursuit of CSR can support HR strategy and practice because of functional complementarities and a common discourse around employee engagement and well-being. However, the relationship can also involve territorial silos and tensions that vary according to contextual factors such as the scope and stage of CSR development; its structural location within the organisation; and situational features such as size and sector which help shape the resourcing and priorities of the two functions. This study contributes to knowledge and practice by adopting a contingency approach to advance the argument that integrating CSR principles into HR strategy and practices can, under favourable circumstances, promote ‘socially responsible’ HRM.

This article addresses unexplored questions related to why and when employees’ experience of work overload might spur their knowledge hiding behaviour, in a process mediated by family-unfriendly time demands and moderated by a competitive organisational climate. Two-wave, time-lagged data, collected from employees in multiple industries, reveal that a notable reason that excessive work pressures escalate into enhanced knowledge hiding is that employees believe they have to put their jobs before their family lives. This mediating role of family-unfriendly time demands is particularly salient in the presence of performance-oriented organisational climates. For human resource managers, this research underscores a critical factor – the sense that employees have to sacrifice their family lives for work – through which excessive work pressures may lead employees to conceal valuable knowledge. It also reveals how this risk can be subdued by an organisational culture that avoids a strict focus on performance comparisons across employees.

This study adopted social identity theory to explore the mediating effect of organizational identification on the relationship between the organizational ethical climate and employee voice behavior. Additionally, it examined the cross-level effects of the organizational ethical climate on employee voice behavior. We used a survey-based methodology to collect data from 232 employees and 48 managers of service firms in Taiwan. Hierarchical linear modeling analysis was used to test the hypotheses. Our findings indicate the importance of the organizational ethical climate in enhancing organizational identification, which in turn is positively related to employee voice behavior. Thus, employees who perceive an organizational ethical climate identify more strongly with organizations and are more willing to generate voice behavior.