Since the last edition of this book was written in 2004, a number of changes have taken place in the Asia-Pacific region. Key among them include the enhanced economic contributions of economies in the region towards the global economic growth, the further emergence of significant emerging markets in the region (including China becoming the second-largest economy of the world and India becoming the third most important destination for global foreign direct investment [FDI]), the rapid emergence of multinational companies from emerging markets in the region (such as India and China), a strong resilience of the Asia-Pacific region against the present global economic crisis, rapidly growing centres of excellence in business and management education and research in the region (for example, in Hong Kong, Singapore and Australia), rapidly emerging management institutions in India and China, and the ever-increasing contributions of the regional economic and trading blocs (such as the Association of Southeast Asian Nations [ASEAN], the Asia-Pacific Economic Cooperation [APEC], the South Asian Association for Regional Cooperation [SAARC] and the Asia-Europe Meeting [ASEM]). Consequent to such developments, it is becoming clear that the global economic, strategic and political influence is now rapidly shifting to Asia-Pacific and the region has become the world’s centre of gravity.
As a result of such developments, understandably the number of publications related to the region over the last decade or so has considerably multiplied. In particular there has been a surge in the literature on management in general in the Asia-Pacific region. Lately some scholars have initiated a move to highlight the indigenous constructs and models (ahead of the established Western management models) that can be considered more valid and suitable for the region. Indeed such work is in its infancy. Also, there is still a scarcity of robust literature about the nature of HRM system(s), factors affecting the same, the challenges faced by HRM and the future of HRM in the Asia-Pacific region. Such a resource will contribute both to better theory and practice development. This book attempts to fill this gap in the literature.
Given the strong heterogeneity among the nations in the region based on differences in economic development, as well as socio-cultural, political and institutional differences, and the influence of such factors on HRM policies and practices, one can safely assume significant cross-national variations in the HRM systems of Asia-Pacific nations. Further, due to the context-specific nature of HRM, it is important for concerned policy makers and researchers to be aware of such differences, to expect HRM strategies to vary significantly across countries and realise that the strategies used to manage human resources (HR) in one country can be ineffective or irrelevant in another. There is then a strong need to seriously consider the evolving business and management concepts and practices in order to develop relevant management systems for firms operating in the Asia-Pacific.
Consequent to the strong state of flux in the region, the challenges regarding the management of HR are expected to be both complex and demanding. In order to help provide both policy makers and researchers with reliable information, an attempt has been made in this book to highlight in detail how national HRM systems across the countries covered in this volume are unique and deeply rooted in their national socio-cultural and institutional context. Thus, the objective of this book is to provide the reader with an understanding of the nature of HRM systems in 13 countries in the Asia-Pacific region – China, South Korea, Japan, Hong Kong, Taiwan, India, Thailand, Vietnam, Malaysia, Singapore, Australia, Fiji and New Zealand. It is intended that the reader not only acquires an understanding about the HRM functions in these countries, becomes aware of the diverse and unique configurations of national factors (cultural, institutional and business environment) that dictate HRM in cross-national settings, but also understands the key challenges faced by HRM in each country and the future of the HR function in each country. Such information will allow the readers to develop a comprehensive understanding of HRM in the region.
To achieve the set objective, all the contributions have been written around a set framework. It highlights the historical developments of the HRM function, the influence of key factors (that is, the national culture, national institutions and a dynamic business environment and business sector) on HRM policies and practices, the key challenges facing the HRM function and the future of the HRM function. The book also provides a mini-case relevant to the contents of a given chapter and useful websites for each country. This book then consolidates in a single source the dynamics of management of human resources in the Asia-Pacific countries and addresses questions pertaining to the past, present and future of HRM in these countries. All of the chapters in this volume are original contributions to the field and were specially commissioned for the book. It is hoped that this volume would serve as a catalyst to the development of further theoretical insights and appropriate techniques of HRM in this area.
The subject area of the book is suitable for both undergraduate and postgraduate HRM and international management courses. In addition, this book will be of interest to cross-national HRM researchers and practitioners. There were two main reasons behind the birth of this book: first, is the scarcity of a single volume that highlights the scenario of HRM in the Asia-Pacific context that can be used on relevant courses and second, the first edition was a great success and there followed long discussions with the series editors and the publishers to create this edition of the book.
We would like to thank all those who have in various ways helped to make this project a success. In particular we would like to thank John Szilagyi and Sara Warden at Taylor and Francis for all their patience and help with the development of this volume. Thanks are also given to Randall Schuler and Susan Jackson for their encouragement and guidance to do this second edition. Lastly, a big thanks to all the contributors who did a great job in responding to our various review-and submission-related requests.
Arup Varma
Loyola University Chicago
Chicago
Pawan S. Budhwar
Aston Business School
Birmingham