Asia Pacific Journal of Human Resources recent issues

Guest editors' note: Governance and human resources

Young, S., Stanton, P. — 2009-07-02

The liberal market model of finance, ownership, and governance: An evaluation of its effect on labour

Pendleton, A. — 2009-07-02

This paper examines the theory and evidence of the effect of finance, ownership, and corporate governance on labour and employment, with special reference to the so-called `market-outsider' or liberal market economies. The main finance, ownership, and governance characteristics of these economies are described and briefly compared with those in so-called co-ordinated market economies. A set of predictions of the impact on labour management and employment are outlined. Evidence is presented from comparative studies and from within-country studies, especially of the United Kingdom. It is found that predictions are not clearly borne out, and the paper identifies a set of factors to explain this. These include dispersed ownership, the nature of corporate law, and the public visibility of listed companies.

Corporate governance and labour law: Situating Australia's `regulatory style'

Marshall, S., Mitchell, R., O'Donnell, A. — 2009-07-02

This article gives an overview of the `varieties of capitalism' and `legal origins' literature to develop a stylised model of various complementarities between corporate governance and the management of labour, with an emphasis on the role of corporate law and labour law. The authors then apply this model to interrogate the development of Australian labour law and corporate law, and consider whether a case can be made for an Australian exceptionalism.

Governance, employees and CSR: Integration is the key to unlocking value

Young, S., Thyil, V. — 2009-07-02

Corporate governance has gained increasing importance in the last decade as organisations have been involved in bankruptcies and frauds alongside decreases in organisational value and jobs. Researchers have signalled a need for new perspectives and models of governance, especially one that clearly identifies and embeds employees as part of the system. This article explores the importance of human resources as a key component of the governance system. It discusses whether organisational rhetoric in relation to stakeholders and social responsibility incorporates employees and in doing so it delves into the concept of labour as a key stakeholder. The article examines publicly available reports of two resource-based firms and two finance-sector firms: Rio Tinto, Shell Australia, Westpac and ANZ Bank to explore the position of labour. It concludes that the position of labour as a stakeholder is problematic, with a divergence between espoused statements on CSR and how they are operationalised throughout the organisation. The emphasis seems to be on environmental and financial sustainability with lesser importance placed on dimensions of workplace management and accompanying employee relations approaches.

`I used to be an employee but now I am a stakeholder': Implications of labelling employees as stakeholders

Greenwood, M., Anderson, E. — 2009-07-02

The term `stakeholder' has become ubiquitous. By almost any definition, employees are stakeholders in the firm. But what are the implications for employees to be classified as stakeholders? The expression carries a connotation of social responsibility; however, identification of persons as stakeholders remains controversial. This paper addresses significant implications of the labelling of employed persons as stakeholders which have not been fully explored in extant literature: the homogenising and unifying of employee interests; the construction of employees as their roles; the undermining of employment stability; and the risk to individual dignity and rights. It is argued that act of labelling employees as stakeholders is more likely to serve the interest of the organisation rather than the interests of employees.

Disclosed: An exploration of board remuneration committee challenges

Kovacevic, S. — 2009-07-02

Executive rewards in Australia have continued to climb in the face of calls and attempts to curb their growth. Despite the proliferation of codes of best corporate governance practice and the introduction of legislation in the 1990s requiring companies to disclose executive salaries, remuneration committees did not play a major role in slowing the growth of executive pay. This article reports the results of an empirical study of committee members. It explores issues in the formulation of executive pay from a committee perspective. The study found that requirements for disclosure did little to ensure modest packages were awarded. Indeed, disclosure requirements were often cited as one of the causes of pay escalation.

Driving corporate reputations from the inside: A strategic role and strategic dilemmas for HR?

Martin, G. — 2009-07-02

The field of reputation management has been dominated by marketing and communications though there is an emerging consensus that corporate reputations and good governance are built from the inside-out. However, HR professionals and academics have been slow to contribute to these key strategic drivers of organizational success. In this paper I draw on our previous research from often disparate bodies of literature to develop a model of the links between strategic HR and corporate reputations. The model suggests converging lines of enquiry and interest for academics in HR, marketing, communications and strategy, but also highlights some strategic dilemmas for organizations in balancing best practice and best-fit HRM.

Outsourcing HRM activities in Australian organisations

Sheehan, C. — 2009-07-02

Although human resource management (HRM) outsourcing is an international trend little has been written in the Australian literature about HRM outsourcing choices. The aims of the research are to determine first which HRM areas are most likely in Australia to be initiated using external consultants, second whether organisational size or sector impacts on the outsourcing decision and third the type of skills that HRM consultants bring into organisations. Results from an on-line survey generating 1372 responses identify training and development, recruitment and selection, and HRIS as the primary outsourced HRM areas. With respect to organisational determinants, larger organisations were more likely to use consultants; sector differences revealed higher recruitment and selection and performance-related pay outsourcing in the private sector, higher HRIS outsourcing in the public sector, and a focus on employee relations in the not-for-profit sector. There are no differences in the qualifications of HRM professionals and consultants but consultants are more likely to have broader business experiences.

Book review: Vida Gulbinas Scarpello, ed. 2008. The handbook of human resource management education: Promoting an effective and efficient curriculum ISBN 978 1 4129 5490 7; xv +464 pages; US$125.00; Los Angeles: Sage Publications

Mylett, T. — 2009-07-02

Editors' note

Bartram, T., Rimmer, M. — 2009-03-10

A decade of transformation of HRM in China: A review of literature and suggestions for future studies

Fang Lee Cooke, — 2009-03-10

This paper provides an overview of research studies conducted on human resource management (HRM) in China in the last decade through the review of 265 articles found in 34 major business and management related journals published in English in the period between 1998 and 2007. The main purpose is to identify discernible trends and outline a profile of current state of affairs of research on HRM in and/or related to China. Collectively, this body of literature has projected the trajectory of China's economic and social reform in recent decades and documented the consequential changes in workers' identity and status, employment terms and conditions and organizational commitment. Significant achievement has been made in terms of the number of studies published and the breadth of topics covered, but the field remains comparatively underachieved in terms of theoretical contributions. This paper points out a number of research avenues for future studies.

Managerial implications of the GLOBE project: A study of 62 societies

Javidan, M., Dastmalchian, A. — 2009-03-10

This paper provides an overview of the GLOBE project, a comprehensive study of leadership and culture in 62 societies and discusses the practical implications of the study for managers and leaders. The GLOBE study identifies nine cultural and six leadership dimensions and was designed to examine a number of theoretical propositions and research questions. This paper, while emphasizing aspects of the study from the Asia Pacific region, highlights six major managerial implications of the GLOBE project ranging from more static information on the cultural attributes and leadership dimensions of specific countries or groups of countries (clusters) to more dynamic implications such as relationships between culture and leadership, and relationships between culture and societal phenomena. The paper concludes by emphasizing the significance of the GLOBE study's practical implications for global managers (including HR practitioners) in today's global business world.

Leadership, work outcomes and openness to change following an Indonesian bank merger

Hinduan, Z. R., Wilson-Evered, E., Moss, S., Scannell, E. — 2009-03-10

Although charismatic, inspiring, and transformational leaders enhance work attitudes in stable work environments, their utility in dynamic contexts has not been investigated extensively. Furthermore, whether or not the benefits of this leadership style depend on openness to change has not been explored. To redress these shortfalls, leaders (n = 57) and followers (n = 91) in a post-merger Indonesian bank completed questionnaires that assess the perceived leadership style of supervisors, as well as the job satisfaction, intention to leave, commitment to the change, and openness to change in employees. Affectivity of leaders was also examined. Transformational leadership was positively related to job satisfaction, particularly when employees demonstrated openness to change. Furthermore, leaders who experienced positive affect were most likely to demonstrate transformational leadership. This finding indicates that leadership styles that are regarded as effective in stable environments are also applicable soon after mergers, especially if employees conceptualize change as an opportunity for growth and advancement.

The different variables that affect older males' and females' intentions to continue working

Shacklock, K., Brunetto, Y., Nelson, S. — 2009-03-10

This paper examined the impact of certain work-related variables on older workers' intentions to continue paid work and whether the impact of these work-related variables varies between men and women. Data were collected through a questionnaire survey of a sample of 379 employees, aged 50 years and older, working in a large public sector organisation in Australia. Results identified the work-related variables that influence older workers' intentions to continue paid work as importance of work, flexibility and interests outside of work, irrespective of gender. Results also indicated that a greater understanding can result if differences between males' and females' intentions are examined. The findings suggest a significant level of differentiation, based on gender, in relation to autonomy, work environment and interests outside work. Management will need to consider these important work-related variables in addressing attrition and turnover challenges and formulating human resource forecasts and specific strategies for increasing the retention of older workers.

Identifying acceptable performance appraisal criteria: An international perspective

Taormina, R. J., Gao, J. H. — 2009-03-10

The objective of this study was to identify valid performance appraisal (PA) criteria that are generally acceptable to employees and to determine whether organizational socialization is related to the acceptance of PA. Potential criteria were developed from both western and Chinese PA research and existing PA forms, and acceptance data were collected via questionnaires from 348 full-time working employees in China. Mean scores on the PA items indicated very high acceptance, with factor analysis of the data yielding three factors, namely, Work dedication, Work efficiency, and Team work. The factors were then examined in relation to the four organizational socialization dimensions of Training, Understanding, Co-worker support, and Future prospects, which were all significantly and positively correlated with acceptance of the three PA factors. Subsequent regression analyses revealed the socialization dimensions to be significant predictors of acceptance of the PA factors. The results confirmed that it is possible to identify PA criteria that are generally acceptable to employees from a variety of industries, and that organizational socialization can influence the acceptance of PA criteria.

Book review: Shelley Marshall, Richard Mitchell and Ian Ramsay, eds. 2008. Varieties of capitalism: Corporate governance and employees ISBN 978 0 52285548 7; xviii + 177 pages; $49.95; Melbourne: Melbourne University Press, Academic Monographs

O'Donnell, L. — 2009-03-10

Work--life in Australasia

Haar, J., Bardoel, A., De Cieri, H. — 2008-10-21

The ability of work--life balance policies to influence key social/organisational issues

Brough, P., Holt, J., Bauld, R., Biggs, A., Ryan, C. — 2008-10-21

There is increasing evidence that work—life imbalance has a direct impact on societal issues, such as delayed parenting, declining fertility rates, ageing populations, and decreasing labour supply. It is documented that work—life balance policies are beneficial for individuals, their families, organisations, and society. However, other evidence demonstrates that the associated benefits are not always realised and work—life balance policies can result in reinforced gender inequities and increased levels of work—life conflict. This paper reviews the ability of work—life balance policies to actually influence some key social and organisational issues. Current developments, such as an increased casual workforce and the impact of changes in newly industrialised nations, are discussed. Recommendations for work—life balance to be addressed via a comprehensive multilevel approach are made.

Positive spillover from the work--family interface: A study of Australian employees

Haar, J. M., Bardoel, E. A. — 2008-10-21

While work—family conflict has received much attention in the literature, there is a dearth of empirical evidence about work—family positive spillover. Further, we have little understanding of positive spillover in an Australian setting. Using structural equation modelling, we tested positive spillover on 420 Australian public and private sector employees, and found work—family positive spillover was negatively associated with psychological distress and turnover intentions, while family—work positive spillover was negatively linked with psychological distress, and positively linked with family satisfaction. The findings indicated that positive spillover had the greatest influence on outcomes associated with the same domain, for example positive spillover from the workplace and turnover intentions. The findings support the notion that not all work and family experiences are negative, and experiences from the work and from the home can improve outcomes both inside and outside the workplace.

Returning too soon? Australian mothers' satisfaction with maternity leave duration

Whitehouse, G., Hosking, A., Baird, M. — 2008-10-21

This paper examines the question of optimal duration of maternity leave through the lens of Australian mothers' perceptions of satisfaction with their leave: specifically, whether and why they returned to work earlier than they would have liked. Analysis of The Parental Leave in Australia Survey identifies financial need and limited access to paid maternity leave as the most common reasons for returning `early'. Mothers taking leave for less than 9 months were significantly more likely than those taking longer periods to report that they had returned earlier than they wanted to, although leave periods over 12 months were not consistently associated with further declines in dissatisfaction with duration. Overall, the analysis highlights the financial pressures underpinning women's decisions, and suggests that enhanced availability of paid leave is more likely to be welcomed than further extension of leave duration.

Work--life conflict: Is work time or work overload more important?

Skinner, N., Pocock, B. — 2008-10-21

Work time in the form of long hours or control over work scheduling (flexibility) dominates much of the debate, and organisational policies and interventions, around sustaining a healthy work—life relationship. In this study we challenge this assumption, and argue instead for the importance of the quantity of work (work overload). Using data collected in a national Australian study, we found that work overload was the strongest predictor of full-time employees' work—life conflict. Work hours, their fit with preferences, and control over work scheduling also demonstrated small to moderate associations with work—life conflict. This study indicates that time-based work—life policies, procedures and interventions are necessary, but not sufficient, for addressing work—life conflict. Effective management of work overload, with its potential to contribute to emotional strain/exhaustion and long work hours, should be considered as a keystone strategy to support a healthy work—life relationship.

A review of work--life research in Australia and New Zealand

Bardoel, E. A., De Cieri, H., Santos, C. — 2008-10-21

As many organisations and employees seek ways to better manage the tensions between work and other life demands, there has been a growing body of research in the area of work—family conflict and work—life issues. Despite the recent surge in research and practice addressing work—life issues, there has been no comprehensive review identifying where Australia and New Zealand stand in terms of work—life research. This paper addresses this issue with a review of research conducted in Australia and New Zealand between 2004 and 2007. Our review identifies the major themes and research methods that have dominated this research and discusses the implications for future research, policy and management in this field.

Human resource practices for mature workers -- And why aren't employers using them?

Armstrong-Stassen, M. — 2008-10-21

Two studies were conducted to assess the extent to which organizations were engaging in HR practices targeting mature workers and the reasons why organizations may not be engaging in these practices. The participants included 284 mature workers (171 in career jobs and 113 in bridge jobs) and 426 HR executives. Overall, organizations were reported to be engaging in the HR practices to a very limited extent. There were few significant differences between career-job and bridge-job respondents. Recognition and respect practices were rated as the most important HR strategy in influencing the decision to remain in the workforce. Over three-quarters of the mature workers indicated that organizations are not engaging in practices tailored to mature employees because it is not a priority for organizations whereas just over half of the HR executives indicated their organization was not engaging in these practices due to the lack of employee interest in, and demand for, such practices.

The development of Chinese small and medium enterprises and human resource management: A review

Li Xue Cunningham, , Rowley, C. — 2008-10-21

With all the cacophony of comment on China's rapid economic development and the emergence of its large firms, the important role of small businesses has received less attention. Therefore, this paper looks at the key area of small and medium sized enterprises in China. In particular, it provides an overview of such firms, detailing their emergence, development, and the opportunities and challenges facing them. Given the importance of employees and their management, we look at human resource management in light of whether practice transfers occur, resulting in some convergence of practice, versus reasons for continuing distinctiveness in the Chinese context.

Book review: Arup Varma, Pawan S. Budhwar, and Angelo DeNisi, eds. 2008. Performance management systems: A global perspective ISBN 978 0 415 77177 1; xvii + 270 pages; $81.00; Abingdon, Oxon, UK: Routledge

Nankervis, A. R. — 2008-10-21

Editors' note

Bartram, T., Rimmer, M. — 2008-08-04

The role of co-operation and competition on leader--member exchange and extra-role performance in China

Chun Hui, , Law, K. S., Yi Feng Chen, N., Tjosvold, D. — 2008-08-04

This study examines antecedents and outcomes of leader—member exchange (LMX) in China by relating the theory of co-operation and competition and the research on organizational citizenship behavior (OCB) to LMX. One hundred and seventy supervisor—subordinate dyads in a watch-case manufacturing factory in southern China were studied. Co-operation and competition and LMX were assessed by subordinates, and OCB by their immediate supervisors. Structural equation modeling analyses indicated that co-operation and competition predicted LMX, which in turn predicted OCB. These results were interpreted as further suggesting that a quality relationship between leader and follower is important and that the theory of co-operation and competition can guide building this relationship.

Gender desegregation and equal employment opportunity in Australian luxury hotels: Are we there yet?

Knox, A. — 2008-08-04

Research examining the nature and effects of Australia's equal employment opportunity (EEO) legislation has illustrated the disappointing lack of progress made by women since legislative enactment in 1986. The findings also highlight our poor understanding of gender-based employment segregation and the EEO policies and programs that exist within Australian firms. In part, this is the result of the conduct of surprisingly few studies involving qualitative research at the workplace level. Adopting a case study approach within the Australian luxury hotel industry, the present research highlights marked and persistent patterns of gender segregation. Moreover, it reveals what actually happens within organisations and exposes factors that influence patterns of gender segregation and desegregation in the workplace, including: business strategy; employee demographics; history and tradition; customer expectations; and non compliance with legislation. Overall, a minority of managers were seen to be advancing women's employment opportunities.

Reporting sexual harassment: Claims and remedies

McDonald, P., Backstrom, S., Dear, K. — 2008-08-04

Sexual harassment has been documented as a widespread and damaging phenomenon yet the specific patterns of behaviour reported in alleged sexual harassment cases and the factors influencing the lodgement of formal, legal complaints have received little attention. This two-stage study explored 632 cases of sexual harassment reported to a community advocacy organisation in Queensland, Australia. Two kinds of sexual harassment are distinguished: quid pro quo harassment (an exchange for sexual favours) and hostile environment harassment (sustained unwelcome overtures). Only 10 per cent of specialised assistance cases involved quid pro quo harassment, with the remainder categorised as hostile environment claims, including sexual remarks, physical contact and sexual gestures. Organisational responses to many of the allegations of sexual harassment were inadequate. The seriousness of many claims was also concerning, although the gravity of the harassment was not closely linked with the likelihood of a complaint being formally lodged. Most cases in one of three state/ Commonwealth commissions involved a conciliation conference and financial settlement, averaging A$5289. The study has implications for women's equal opportunity. Among these, the study suggests that complaints encountered long delays and received small settlements incommensurate with harm. This suggestion recognises the needs to search for other solutions to sexual harassment.

Chinese reactions to performance feedback: Non-task attributions of feedback intentions

Hempel, P. S. — 2008-08-04

Two studies examined how feedback content and recipients' attributions for supervisor motivations in providing feedback influence Chinese recipients' affective reactions. The results show that fine details in the feedback message are lost, with no perceived differences between objective or subjective feedback elements. Additionally, reactions to feedback were moderated by the recipients' attributions for why the supervisor had provided feedback, and these attributions were strongly influenced by prior relationships. When recipients have poor relationships with the supervisor, feedback is perceived as a message about the relationship rather than about poor performance. It is concluded that the social (non-task) elements of performance feedback are as important as the task-performance-related elements.

Examining determinants of employee benefit preferences: Joint effects of personality, work values, and demographics

Lawton, K. E., Chernyshenko, O. S. — 2008-08-04

This investigation focused on identifying the determinants of employee benefit preferences in a large New Zealand retail organisation (N = 229). The study delved beyond previous research by examining the role of individual difference variables in explaining employee benefit preferences in addition to commonly studied demographic variables. Specifically, it was hypothesised that work values and the five-factor model traits of personality would explain incremental variance in employee benefit preferences, beyond the effects of demographics. This hypothesis was supported for education-supportive benefit preferences, which were predicted by status and independence work values, extroversion, conscientiousness, age, education, and job category. However, family-supportive benefit preferences appeared to be driven solely by demographics (marital status, number of dependants and employment status). The implications of these findings and possible applied uses are discussed.

The team selection inventory: Empirical data from a New Zealand sample

Burch, G. S. J., Anderson, N. — 2008-08-04

Within personnel selection there is an increasing emphasis on multi-level selection. However, while there are a range of psychometrically robust tools available for assessing person—job fit, substantially fewer are available for assessing person—team or person—organization fit. One of the few tools available for selecting for person—team fit is the Team Selection Inventory (TSI); however, the only published TSI data relates to UK and Greek samples. Given that selection processes in New Zealand and Australia, as well as other parts of the Asia-Pacific region, are similar to those in the UK, with a growing need for valid measures of person—team fit, the aim of the current study was to begin the process of collecting data from the Asia-Pacific region by providing psychometric data from a sample of graduating New Zealand students (n = 148). Results demonstrated similar psychometric properties to the UK data, along with minimal gender and ethnic group differences.

Book review: Ashly Pinnington, Rob Macklin and Tom Campbell, eds. 2007. Human resource management: Ethics and employment ISBN 978 0 19 920378 9 (hbk), 978 0 19 920379 6 (pbk); xii + 347pages; $85.00; Oxford: Oxford University Press

Wilcox, T. — 2008-08-04