Note: Page numbers followed by ‘f’ refer to figures and followed by ‘t’ refer to tables.
A
Abaxia 121
accidents, workplace 11, 42, 106, 152
accreditation programmes, HR 213, 224
aging workforce: in Australia 231, 232; in Hong Kong 88, 95; in Japan 72, 77; in New Zealand 273; in Singapore 214–215; in South Korea 56; in Taiwan 112, 117, 285
Air India 134
All-China Federation of Trade Unions 16–17
appraisal systems: 360-degree 19, 49, 144; in China 15t, 19, 24; in East Asian culture 49–50, 111; in Fiji Islands 253; in Hong Kong 84, 85, 87, 88, 90; in India 144; in Japan 67, 75, 78; in New Zealand 267, 270, 271; problems linking rewards and performance via 49–50; in South Korea 44t, 49–50; in Taiwan 105, 108–109, 111; in Thailand at PTTEP 162, 163; in Vietnam 167–168, 176, 181; in Vietnam hospital case study 184–185
ASEAN (Association of Southeast Asian nations) 1, 5, 104, 154, 159, 191
Asian Competitiveness Annual Report 2011 115
Asian Crisis: in Hong Kong 86; in South Korea 33, 34, 38, 40, 42, 60; in Taiwan 100; in Thailand 152, 154
assessment centers 22, 269, 270
Association of Southeast Asian nations (ASEAN) 1, 5, 104, 154, 159, 191
AT Kearney confidence index 236
atypical workers: in Japan 64, 66–67, 68, 69, 72–73, 74–75, 76, 79; in Taiwan 108, 111, 114–115, 117–18 see also casual workers; contingent workers
Australia 8, 223–241; Australian Human Resource Institute (AHRI) 224, 230, 232; benefits 233, 234–235, 237; business–HR partnership 229–230; businesses in New Zealand 267; case studies 237; casual employees 225, 226, 233; changes and challenges for HRM 231; childcare 226, 233; contracts of employment 227; cultural diversity 223, 234, 286; demographic shifts 231–232, 284; downsizing strategy 231; economic factors and impact on HRM 226, 228; employee relations 227; Employer of Choice endorsement 232; engagement, employee 232–233; factors determining HRM practices and policies 224–229; Fair Work Act 2009 227; flexible working 225, 234, 235; foreign direct investment 236; future of HR functions 235–236; gender inequality 234–235; higher education 228–229; historical development of HRM 224; immigration policy 234; industrial action 228; industrial relations 227–228; international education 228–229; manufacturing sector 225, 226, 228, 237; mentoring programmes 232; mining sector 226, 237; national context 224–225; New Zealand recruitment of staff from 269; older workers 231–232, 233; part-time work trend 225; pay 223–224, 225, 229, 235, 273; political context and impact on HRM 227–228; professional HR associations 224; qualifications and experience of HRM professionals 224, 235; retirement age 225, 231–232; service sector 224, 225, 226, 237; skills shortage 228, 229, 231, 284; staff retention 232, 233–234, 237, 284; strategic approach to HRM 230, 235, 236; talent flow from New Zealand 273; trade agreement with Fiji Islands 248; trade unions 227, 228, 233; training and development 228–229, 231; unemployment 225; vocational training 228; wage differentials 235; websites 241; women in workforce 225, 226, 233–234, 234–235, 237; work–family balance 233–234, 285; working hours 285; workplace agreements 223–224; Workplace Relations Amendment (Work Choices) Act 2005 227
Australia and New Zealand Bank 230
Australia New Banking Corporation 252
B
benchmarking: in China 15t, 25; in Fiji Islands 249; in India 128, 139; in Japan 68; in South Korea 31–32, 56; in Thailand 163
benefits: in Australia 233, 234–235, 237; in China 11, 25, 26; in Hong Kong 86, 87, 88; in India 131, 144; in Japan 66, 77; in Malaysia 86, 198; in New Zealand 272; in Singapore 86; in Taiwan 102, 103, 109, 112, 117, 121; in Thailand at PTTEP 163
Bombay Textile Strike 132
bonuses: in Australia 237; in India 132; in Japan 68, 77; in New Zealand 272; signing-on 57, 237; in Singapore 211; in South Korea 57; in Taiwan 109, 112, 121; in Thailand 153, 163; in Vietnam 185
British American Tobacco (BAT) 239
business–HR partnerships: in Australia 229–230; in Japan 73; in New Zealand 263–264, 275–276; in South Korea 55; in Thailand 152–153, 159, 163; in Vietnam 170
business universities 111
C
Carpenters Group 251
casual workers: in Australia 225, 226, 233; in Fiji Islands 250, 253; in India 126, 146, 147; in South Korea 45, 45t see also atypical workers; contingent workers
Cathay Pacific Airlines 86
Central Provident Fund (CPF) scheme 211, 215
chaebol 38, 40, 41t, 42, 43, 45, 48t, 50, 54, 57
challenges facing HR function: across Asian-Pacific region 282–286; in Australia 231; in China 23–27; in Fiji Islands 253–254; in Hong Kong 87–89; in India 140–143; in Japan 71–73, 282; in Malaysia 201–202, 203; in New Zealand 272–275; in Singapore 213–217; in South Korea 56–58; in Taiwan 112–115; in Thailand 159–160; in Vietnam 179–182
changes in HR function: in Australia 231; in China 21–23; in Fiji Islands 251–253; in Hong Kong 87–89; in India 137–140; in Japan 73–74; in South Korea 54–56, 55t; in Taiwan 110–112; in Thailand 158–159; in Vietnam 178–179
childcare: in Australia 226, 233; in Japanese workforce 67; in Malaysia 198–199; in New Zealand 272; in Taiwan 109
China 6, 10–30; appraisal systems 15t, 19, 24; benefits in 11, 25, 26; challenges facing HRM 23–27; comparing HRM practices and employment outcomes across groups of workers 12–13, 13t; ‘competing for the post’ 11–12; competition with Singapore 212; culture 19–20, 25, 286; demographics 20–21, 285; economic transformation 12, 282; employment agencies 18–19; employment relations in 14, 16–17, 19–20; English language in 283; factors and actors in shaping policies and practices 12–21, 14–16t; foreign direct investment 21, 23; graduates 23, 24, 283; historical development of HRM 10–12; Hong Kong, closer economic ties with 93, 95; and Hong Kong development 91–92; HR consultancy firms 14t, 15t, 16t, 19, 25; industrial action 12, 18; interviews with senior managers on role of HR 22–23; Labor Contract Law 2008 16t, 19; labor market transformation 12; life employment 11, 36, 38; migrant workers 17, 18; one child policy 12, 24, 282; outsourcing 14t, 15t, 16t, 19, 25; overseas, employees returning from 23; pay 13t, 15t, 23–24, 24–25, 26; performance management 11–12, 15t, 19, 22, 24–25; political decision making 281, 283; professionalising HR function 16t, 25–26; recruitment and selection 14t, 22, 283; shopfloor workers case study 26–27; shrinking gap between West and 20, 21; skills shortage 14, 21, 23–24, 283; social inequalities 12, 24; socialist values 25; staff retention 23–24, 25, 283; state role 11, 13–16; strategic approach to HRM 21–22, 25, 26; Taiwanese businesses based in 110–111, 115–116; ‘three systems’ reforms 11; trade unions 16–18; training and development 14–15t, 23, 24; unemployment 18, 25, 26; websites 27; World Trade Organization membership 92
Citibank 139
Closer Economic Partnership Agreement (CEPA) 95
cognitive ability testing 269
Colonial Sugar Refinery (CSR) 243
competencies, HR 88–89 ‘competing for the post,’ China 11–12
Confucianism: in China 25; in Japan 70; in Malaysia 199; in South Korea 37t, 50; in Taiwan 104–105; in Vietnam 171, 174
consultancy firms, HR 14t, 15t, 16t, 19, 25
contingent workers: in Fiji Islands 243; in India 143; in South Korea 31, 33, 43, 45, 45t, 57; in Thailand 164 see also atypical workers; casual workers
continuing professional development (CPD) 88, 94–95, 263
corporate social responsibility 160, 250
Council of Labor Affairs, Taiwan 99f, 100, 100f, 101t, 105f, 106f, 111, 117, 121
Cranet New Zealand Survey 1997 264, 269, 270–271
Cranet Taiwan Survey 2008 103, 107, 108, 109, 114
cross-cultural skills development 75
cultural dimensions, Hofstede’s 130, 171–172, 201, 210
culture: in Australia 223, 234, 286; case study of an expatriate and Malaysian 204–206; challenges facing HRM across region 286; in China 19–20, 25, 286; in India 130–131, 286; in Japan 66, 70, 73; in Malaysia 199–201, 202t, 204–206, 286; in New Zealand 268, 286; performance appraisals in East Asian 49–50, 111; shrinking gap between Western and Chinese 20; in Singapore 210; in South Korea 36, 37t, 44t, 286; in Taiwan 104–105, 111; in Thailand 150, 156–157; in Vietnam 171–172, 174, 175t, 181
D
Decision 25-CP, Vietnam 169, 180
demographics, changing 285; in Australia 231–232, 284; in China 20–21, 285; in Hong Kong 88, 95; in India 285; in Japan 72; in Malaysia 193; in New Zealand 272–273; in Singapore 214–215, 285; in South Korea 56; in Taiwan 100, 104, 105f, 112, 117–118, 285
Digicel 251
discretionary work schemes in Japan 68–69
domestic maid shortages 198–199
Doosan Heavy Industries and Construction case study 59–60
downsizing: in Australia 231; in Chinese state sector 11; in Hong Kong 86, 92; in India 129; in New Zealand 263, 264; in South Korea 33; in Thailand 152, 158, 159; in Vietnam 166
E
early retirement 43, 72, 76–77, 108
economic strategies in Asia 212, 220
Emperor Gold Mines Ltd. 243
employee development: in South Korea 50–52, 51t, 52f; in Taiwan 111, 122
Employer of Choice endorsement 232
employment agencies 18–19, 56, 84, 269, 270
Employment Contracts Act (ECA) 1991, New Zealand 265
“employment portfolio” concept 69
employment relations: in Australia 227; in China 14, 16–17, 19–20; comparing Western and Chinese 19–20; in Fiji Islands 244–245, 246f; in India 134, 142, 147; in New Zealand 264, 265; in Singapore 211, 219–220, 221; in South Korea 33–35, 40–43, 53–54, 54t; in Taiwan 109–110, 112, 121
Employment Relations Act (ERA) 2000, New Zealand 265
Employment Relations Promulgation (ERP) 2007, Fiji Islands 244–245, 246, 249, 257
engagement, employee: in Australia 232–233; in Fiji Islands 252; in India 142, 145; in Japan 71–72, 73, 79
Essential National Industries (Employment) Decree 2011, Fiji Islands 245, 246, 247, 254–255, 257
Executive Continuous Learning Programme (ECLP), Hong Kong 94–95
executive search firms 84, 269
experiential learning 111
factors determining HR practices and policies: in Australian 224–229; in China 12–21; in Fiji Islands 249–251; in Hong Kong 90–92; in India, national institutions supporting framework 131–137; in Japan 67–71; in Malaysia 192–202; in New Zealand 264–272; in Singapore 212–213, 217–218; in South Korea 35–54; in Taiwan 104–110; in Thailand 153–158, 160; in Vietnam 170–178
Family Connect Scheme, India 144
Fiji Electricity Authority (FEA) 252
Fiji Islands 8, 242–260; appraisal systems 253; casual employees 250, 253; challenges facing HRM 253–254; changes in HRM function 251–253; Colonial Sugar Refinery (CSR) 243; company characteristics 251; competitive intensity 250–251; computerisation of HR functions 256; donor agencies 248; economic factors 249; employee empowerment 252; employee grievances 252; employer associations 247; employment relations 244–245, 246f; Employment Relations Promulgation (ERP) 2007 244–245, 246, 249, 257; engagement, employee 252; equal opportunities 251; Essential National Industries (Employment) Decree 2011 245, 246, 247, 249, 254–255, 257; factors determining HRM practices 249–251; Fiji National Provident Fund (FNPF) 244; future of HRM function 254–256; garment industry 248, 250, 251, 254; GDP 249; gold mining industry 243; historical development of HRM 243–246, 246f; hotel sector 250, 251, 252; indentured laborers 243; industrial relations 243–244, 245, 246f, 254–255; information systems, HR 253, 256; labor legislation 244, 247; maternity and paternity leave 249; micro and small businesses 245, 249, 250; MNCs 244, 249–250, 251, 252, 256–257; Paradise Manufacturers Fiji Limited (PMFL) case study 256–257; partnerships in HRM 246–248; performance management 253; performance related rewards 251; political and legal factors 249–250; societal factors 250; staff retention 250; state as HRM partner 246–247; strategic approach to HRM 244, 245, 251, 252, 253, 255; sugarcane plantations 243; tourism 249, 254; trade agreements 248; trade unions 243, 244, 245, 247, 254, 255, 257; training and development 244, 254; websites 258; workforce characteristics 250
Fiji Islands non-government organizations (NGOs) 247–248
Fiji Sugar Corporation (FSC) 252
financial crisis 2008, impact of: in Fiji Islands 249; in Hong Kong 87; in New Zealand 266–267, 271–272, 273; in Taiwan 110; in Thailand 154
“five S” principles 70
flexible working: in Australia 225, 234, 235; in India 136, 139; in New Zealand 272, 273, 274–275; in Singapore 214; in South Korea 31, 33, 43; in Taiwan 108, 111, 114–115, 117
“flexicurity” in Japan 66–67, 68–69, 78
foreign direct investment (FDI) 1–2; Australia 236; China 21, 23; India 127, 134; Singapore 209, 220; South Korea 38; Thailand 151, 152, 156; Vietnam 171, 181, 182, 183
foreign worker issue in Singapore 219–220
Foxconn 116
future of HR function: in Australia 235–236; in Fiji Islands 254–256; in Hong Kong 92–93; in Japan 74–76; in Singapore 218–220; in South Korea 58; in Taiwan 115–118; in Thailand 160–161; in Vietnam 182–183
G
gender: equality in Australia 234–235; equality in Fiji Islands 252; and HRM outcome in China 20–21
Ghim Li Fiji 251
global talent development and management 31, 58, 115–116, 217, 236
globalization 282; and challenges to HRM in Thailand 159–160; effect in Hong Kong 87, 92; India’s need to respond to requirements of 136, 138; Japanese companies and 69; New Zealand, impact in 273; of South Korean large corporations 42–43, 58; Taiwan, impact in 110; and values of individualisation 142
GLOBE (Global Leadership and Organisational Behaviour Effectiveness) Study 201, 202t, 210
Goodman Fielder 251
gotong royong 200
greening HR process in Thailand 160
gross domestic product (GDP) 1, 115; in Fiji Islands 249; in Hong Kong 84, 93; in India 127; in Singapore 209, 212; in South Korea 36, 38, 39t, 40; in Taiwan 98, 99, 99f; in Thailand 154, 155t; in Vietnam 169, 171
gross national product (GNP): in South
Korea 36; in Taiwan 98; in Thailand 155t
Hanjin 41t
Hanwha 57
high performance work organizations (HPWOs) 34, 35
high performance working systems (HPWSs) 69, 73, 78
historical development of HR: Australia 224; China 10–12; Fiji Islands 243–246, 246f; Hong Kong 83–87; India 127–130; Japan 65–67; Malaysia 191–192; New Zealand 262–263; Singapore 210–212; South Korea 32–33; Taiwan 98–101; Thailand 150–152; Vietnam 167–170
Hon Hai Precision Ind. Co. Ltd. 112
Honda, Foshan plant 18
Honda Motorcycles and Scooters India PVT Ltd 142, 144
Hong Kong 6–7, 82–97; appraisal systems 84, 85, 87, 88, 90; Asian Crisis 86; benefits 86, 87, 88; beyond 2012 87–89; brain-drain 83, 86; challenges facing HRM 87–89; China a factor in shaping HRM 91–92; Closer Economic Partnership Agreement (CEPA) 95; demographics and influence on HRM outcome 88, 95; economic ties with China 93, 95; Employee Retraining Board 85; Equal Opportunities Commission 85, 92; Executive Continuous Learning Programme (ECLP) 94–95; factors shaping HRM 90–92; financial crisis 2008 and impact in 87; future prospects for HR 92–93; GDP 84, 93; globalization shaping HRM 87, 92; government interventions 84, 85, 87–88, 91; historical development of HRM 83–87; immigration policy 95; industrial action 86, 91; industrial relations 91; knowledge workforce 93; labor scarcity 84, 85, 95; legal and institutional factors shaping HRM 90–91; legislation affecting HRM 87–88; Mandatory Provident Fund (MPF) scheme 86, 88; manufacturing sector 83, 84, 92, 93; minimum wage law 88; MNCs 85, 87, 90, 91–92; MTRC case study 94–95; pay 86, 89, 90; performance-based rewards system 86, 90; Qualifications Framework (QF) 88; recruitment and selection 84, 88; retirement benefits 86, 88; service sector 83, 85, 93, 95; skills shortage 95; SMEs, HRM role in 89; staff retention 87, 88, 89; strategic role of HRM 85, 87, 90; surveys of HR practices 84, 85; trade unions 91; training and development 84, 85, 88, 89; unemployment 86; Vocational Training Council 84; websites 95–96; women in workforce 90
hospital case study, Vietnam 183–187
human resource development effectiveness measures 271
human resource function, challenges facing: across Asian-Pacific region 282–286; in Australia 231; in China 23–27; in Fiji Islands 253–254; in Hong Kong 87–89; in India 140–143; in Japan 71–73, 282; in Malaysia 201–202, 203; in New Zealand 272–275; in Singapore 213–217; in South Korea 56–58; in Taiwan 112–115; in Thailand 159–160; in Vietnam 179–182
human resource function, changes in: in Australia 231; in China 21–23; in Fiji Islands 251–253; in Hong Kong 87–89; in India 137–140; in Japan 73–74; in South Korea 54–56, 55t; in Taiwan 110–112; in Thailand 158–159; in Vietnam 178–179
human resource function, future of: in Australia 235–236; in Fiji Islands 254–256; in Hong Kong 92–93; in Japan 74–76; in Singapore 218–220; in South Korea 58; in Taiwan 115–118; in Thailand 160–161; in Vietnam 182–183
human resource management, strategic: in Australia 230, 235, 236; in China 21–22, 25, 26; defining 103; evolutionary processes in development of 153; in Fiji Islands 244, 245, 251, 252, 253, 255; in Hong Kong 85, 87, 90; in India 129, 138, 142; in Japan 73, 78; in Malaysia 192–193, 203; in New Zealand 263, 264, 265; in Singapore 213; in South Korea 55; in Taiwan 102–103, 110; in Thailand 153; in Vietnam 179–182
Human Resources Competency Study (HRCS) 88–89
human resources, factors determining practices and policies: in Australian 224–229; in China 12–21; in Fiji Islands 249–251; in Hong Kong 90–92; in India, national institutions supporting framework 131–137; in Japan 67–71; in Malaysia 192–202; in New Zealand 264–272; in Singapore 212–213, 217–218; in South Korea 35–54; in Taiwan 104–110; in Thailand 153–158, 160; in Vietnam 170–178
human resources, historical development: Australia 224; China 10–12; Fiji Islands 243–246, 246f; Hong Kong 83–87; India 127–130; Japan 65–67; Malaysia 191–192; New Zealand 262–263; Singapore 210–212; South Korea 32–33; Taiwan 98–101; Thailand 150–152; Vietnam 167–170
human resources professional associations 25–26, 102, 263
human resources, qualifications and professionalism: in Australia 224, 235; in China 16t, 25–26; in India 129, 138; in Malaysia 202–203, 217; in New Zealand 262, 263; in Singapore 213; in South Korea 54–55
Human Resources Survey 2002 for Twelve Nations in Asia 102
Hyundai 40, 41t, 46, 49, 50, 57
I
India 7, 126–149; benefits 131, 144; challenges facing HRM 140–143; changes in HRM 137–140; contract labor 143; crossvergence of HRM 139; culture 130–131, 286; demographics, changing workforce 285; economic environment 127, 133, 137, 138–139, 282, 283; employee relations 134, 142, 147; employment statistics 126–127; engagement, employee 142, 145; engineering graduates 140, 141; Family Connect Scheme 144; flexible working 136, 139; foreign direct investment 127, 134; GDP 127; globalization, meeting needs of 136, 138; graduates 139, 140, 141, 146–147, 282, 283; higher education 139, 140, 146–147; historical development of HRM 127–130; industrial action 132, 137, 142–143, 143–145, 147; Industrial Disputes Act (IDA) 1947 128, 131, 132, 134, 136; Industrial Employment (Standing Orders) Act 1946 (IESOA) 131; industrial relations 131–132, 142–143, 143–145, 147; internal labor markets (ILMs) 138; judicial support for employers 137; knowledge workers 133; labor law framework 128, 134–137, 147; labor surplus economy 132, 146; languages 126, 283; leadership development 142; literacy rate 126; Mahatma Gandhi Rural Employment Guarantee Scheme (MNREGA) 147; Maruti-Suzuki India Ltd case study 142, 143–145; MNCs 127, 129–130, 132, 133, 138, 139, 140, 146, 282; ‘National HRD Network’ 128–129; national institutions supporting HRM framework 131–137; National Skill Development Corporation (NSDC) 140, 147; pay 132, 138, 144; political decision making 281, 283; population 126; recruitment and selection 131, 139–140, 141–142, 283; redundancy and dismissal procedures 136; skills shortage 140, 141, 283; software and IT enabled services (ITeS) sector 133, 137, 138, 142; staff retention 141, 142, 282, 283, 285; strategic approach to HRM 129, 138, 142; trade unions 129, 131, 132–134, 137, 143–145; Trade Unions Act (TUA) 1926 131; training courses in HR 129, 138; unorganized sector 126, 146, 147; vocational training 127, 140–141; weakening of employee power 146; websites 147; women in workforce 140; work–family balance 285; workplace justice, HRM as a model of 133
industrial action: in Australia 228; in China 12, 18; in Hong Kong 86, 91; in India 132, 137, 142–143, 143–145, 147; in New Zealand 265, 267; in South Korea 42, 45, 46, 53–54, 54t; in Thailand 151, 154, 158
Industrial Disputes Act 1947 (IDA), India 128, 131, 132, 134, 136
industrial relations: in Australia 227–228; in Fiji Islands 243–244, 245, 246f, 254–255; in Hong Kong 91; in India 131–132, 142–143, 143–145, 147; in Japan 65; in New Zealand 264–265, 267; in South Korea 42, 45, 46, 53–54; in Taiwan 103; in Thailand 158, 164; in Vietnam 168–170, 172–173, 176, 178, 181–182
information systems, HR 56, 110, 253
institutional permissiveness in workplace 90–91
J
J Hunter Pearls Fiji Ltd 250
Jacks Fiji Ltd 250
Japan 6, 64–81; appraisal systems 67, 75, 78; atypical workers 64, 66–67, 68, 69, 72–73, 74–75, 76, 79; benefits 66, 77; business–HR partnership in 73; career patterns 71–72, 74–75, 78; challenges facing HRM 71–73, 282; changes in HR function 73–74; Company Law Reform Bill 2006 68; contract labor 68, 69; corporate culture 70; corporate governance 64, 65, 67, 70, 78; cross-cultural skills development 75; cultural influences overseas 36, 37t, 139, 199, 217; culture 66, 70, 73; demographics, changing in 72; discretionary work schemes 68–69; dismissals 66, 68, 70; early retirement 72, 76–77; engagement, employee 71–72, 73, 79; Equal Employment Opportunity Law (EEOL) 1986 68; factors determining HRM practices and policies 67–71; “five S” principles 70; “flexicurity” 66–67, 68–69, 78; future of HR functions 74–76; graduate recruitment 65, 69, 71, 78; historical development of HRM 65–67; industrial relations 65; internal labor market logic 65, 68, 69, 78, 79; knowledge management 69–70, 75; Labor Standards Law 1998 68–69; life employment 66; macroeconomic and business changes 67; maintaining a competitive advantage 69; management legitimacy, basis for 72; MNCs in Hong Kong 90, 91–92; MNCs in India 139; Nissan Motor Company case study 76–78; performance evaluation and reward 65–66, 67–68, 71, 73, 75, 76, 77, 79; recruitment and selection 65, 69, 71, 76, 77, 78; retirement lump sums 68; social inequality 68, 70, 73, 76; specialization, trend in 67, 69, 71, 76, 77, 78; strategic role of HRM 73, 78; talent management 71, 75–76, 77; trade unions 65, 70–71; training and development 65, 69, 72, 73–74, 79; trapped employees 71, 72, 79; values, clash of 70, 73; vocational training 79, 113; wage differentials in 66, 68, 73, 76; websites 79; welfare corporatism 66, 69, 78; Whistleblower Protection Law 2004 68; women in workforce 67, 68, 71, 74–75, 77, 79; work–family balance 71, 74, 77
job-based HRM system in South Korea 31, 48t, 57, 60
job-hopping: in India 141, 282, 283, 285; in Singapore 210, 213–214, 217; in Vietnam 175, 181 see also staff retention
job rotation 50, 65, 73, 108, 162–163, 270
K
kampung 200
Kia 46
knowledge management: changes in Japan 69–70, 75; new technology tools for 118
knowledge workforce 93; Executive Continuous Learning Programme (ECLP) for a 94–95
Kumho 57
L
Labor Contract Law 2008 16t, 19
Labor Pension Act 2005, Taiwan 121
Labor Relations Act 1975, Thailand 151, 152
labor shortages: in Hong Kong 84, 85, 95; in Singapore 214; in Taiwan 114
Labor Standards Law 1998, Japan 68–69
Labor Standards Law, Taiwan 106, 115, 117, 121
LG Electronics (LGE) 33, 34, 35, 42–43, 58
LG Group 33–35, 40, 41t, 45, 47, 49, 50, 57
life employment: in China 11, 36, 38; in Japan 66; in South Korea 38; in Thailand 160
line managers and role in HR: in Australia 230, 235; in China 22; devolving HR activities to 192–193; in Hong Kong 88, 94; in India 138; in Japan 73, 74; in Malaysia 192–193; in New Zealand 264; in Singapore 217; in South Korea 58; in Taiwan 103, 108
long-service awards 120
M
Mahindra Motors 144
Malaysia 8, 191–208;2011 New Economic Model Report 194; benefits 86, 198; brain drain 196–197; bumiputras 192, 203; case study 204–206; childcare problems 198; collectivism 199–200, 201, 202t; competition with Singapore 212; culture 199–201, 202t, 204–206, 286; demographics, changing in 193; domestic maid shortages 198–199; factors determining HRM practices and policies 193–202; gap between education and business needs 193–194, 195; gotong royong 200; historical development of HRM 191–192; HR development strategy 201–202; HRD Act 1992 202; HRM function 202–203; human capital development 193–196, 194t; individualism 201; kampung 200; labor legislation 193; leadership 200, 201, 202t; management culture and HRM 199–201, 202t; manufacturing companies study 192; minimum wage policy 197; Ministry of Human Resources 191, 193, 202; National Economic Advisory Council (NEAC) 194, 194t; retirement age issues 197–198; role and importance of HR 192–193; Sharia 200; skills shortage 194–195; strategic approach to HRM 192–193, 203; training and development 202; unskilled foreign workers 196, 198; vocational training 195–196; websites 206; women in workforce 198
management culture: American 36, 139, 217; Japanese 36, 37t, 139, 199, 217; Malaysian 199–201, 202t
Mandatory Provident Fund (MPF), Hong Kong 86, 88
Maori: businesses 268; heritage 262
Maruti-Suzuki India Ltd case study 142, 143–145
Mayne Report 236
McKinsey Quarterly 110
mentoring and coaching 14t, 22, 108, 144, 198, 232
migrant workers, Chinese 17, 18
minimum wage: in Australia 235; in Hong Kong 88; in India 132; in Malaysia 197; in Thailand 154, 155t, 159; in Vietnam 177
multinational corporations (MNCs): in Fiji Islands 244, 249–250, 251, 252, 256–257; in Hong Kong 85, 87, 90, 91–92; in India 127, 129–130, 132, 133, 138, 139, 140, 146, 282; in New Zealand 262, 267; in Singapore 211–212, 217–218; in Taiwan 102, 111; in Thailand 156; US working in India 139; in Vietnam 180, 182–183
N
National Australia Bank 230
New Public Management (NPM) 265
New Zealand 8, 261–280; appraisal systems 267, 270, 271; Asian population 273; assessment centres 269, 270; benefits 272; brain-drain 273; business environment 267–268; business–HR partnership 263–264, 275–276; challenges facing HRM 272–275; changing nature of work 274–275; Cranet Survey 1997 264, 269, 270–271; cultural diversity 268, 286; demographic shifts 272–273; economic context 266–267; Employment Contracts Act (ECA) 1991 265; employment relations 264, 265; Employment Relations Act (ERA) 2000 265; factors determining HRM practices and policies 264–268; flexible working 272, 273, 274–275; globalization 273; historical development of HRM 262–263; human resource development 270–271; industrial action 265, 267; industrial relations 264–265, 267; Kiwibank case study 275–276; labor legislation 262, 264–266, 274; Maori businesses 268; Maori heritage 262; MNCs 262, 267; New Public Management (NPM) 265; older workers 273; outsourcing 273; pay 264, 267, 271–272, 273; performance management 267, 271; political factors 264–266; professional associations, HR 263; professionalization of HRM 262, 263; recruitment and selection 269–270; review of HRM practices 268–272; skills shortage 266, 269, 273, 274; SMEs, HRM role in 261, 267, 268, 269, 270; staff retention 271, 273, 274; strategic approach to HRM 263, 264, 265; talent flow to Australia 273; trade agreement with Fiji Islands 248; trade unions 265; training and development 270, 274, 275; wage policy 264; websites 276; women in workforce 275
Nissan Motor Company case study 76–78
O
Occupational Safety and Health Act 2011, Taiwan 117
online recruitment 56, 111, 117, 269
outsourcing: in China 14t, 15t, 16t, 19, 25; in Hong Kong 87; in New Zealand 273; in South Korea 55–56, 58; in Taiwan 104, 110, 114; in Thailand 157, 158, 160
overseas: assignments 42, 162–163, 216–217; education 23, 36; Malaysian diaspora 196; recruitment 14t, 71, 95, 115–116, 269; training 23, 36, 50, 162, 186
P
Pacific Century CyberWorks Ltd 86
Paradise Manufacturers Fiji Limited (PMFL) case study 256–257
pay and rewards: annual pay systems 47, 48t, 59–60; in Australia 223–224, 225, 229, 235, 273; in China 13t, 15t, 23–24, 24–25, 26; in Fiji Islands 251; in Hong Kong 86, 89, 90; in India 132, 138, 144; in Japan 65–66, 67–68, 71, 73, 75, 76, 77, 78, 79; in Malaysia 197; in New Zealand 264, 267, 271–272, 273; seniority pay systems 46t, 49, 65, 67, 71, 177; in Singapore 210–211, 215, 219; in South Korea 34, 43, 44t, 46–50, 46t, 48t, 59–60; in Taiwan 100–101, 101t, 109, 111, 112, 114, 121; in Thailand 153, 158, 163; in Vietnam 168, 169–170, 174, 177, 181, 185; Western models of 286
pensions: in Australia 232; in China 11; in Hong Kong 86, 88; in Taiwan 109, 121
performance-based HR management: in China 11–12, 15t, 19, 22, 24–25; in Japan 67–68, 75; in South Korea 31, 32–33, 43, 57–58, 59–60, 286; in West 24
performance-based pay systems: in contrast to cultural leanings 286; in Fiji Islands 251; in Hong Kong 86, 90; in India 138; in Japan 65–66, 67–68, 75, 76, 77, 78, 79; in New Zealand 272; problems with linking to appraisals 49–50; in South Korea 43, 46t, 47, 49, 59–60; in Taiwan 109, 121
performance management: in Fiji Islands 253; in New Zealand 267, 271; in Singapore 217; in Vietnam 167–168, 176, 181, 184–185
Pohang Iron and Steel 50
power distance 286; in India 130; in Malaysia 200, 201, 202t; in New Zealand 268; in Thailand 150; in Vietnam 171–172
Pricol 143
productivity 65, 102, 153; in India 133, 136; in Malaysia 193, 194, 198, 203; in New Zealand 265, 266, 267; in Singapore 211, 219; in Taiwan 116; in Thailand 161, 164
professional associations, HR 25–26, 102, 263
profit sharing: in New Zealand 272; in South Korea 33, 49, 58; in Taiwan 109, 121
psychological contract: in Japan 72, 77; in South Korea 32, 57
psychometric testing 22, 107, 269
PTT Exploration and Production Public Company Ltd (PTTEP) case study 161–163
Q
qualifications and professionalism in HR: in Australia 224, 235; in China 16t, 25–26; in India 129, 138; in Malaysia 202–203, 217; in New Zealand 262, 263; in Singapore 213; in South Korea 54–55
Qualifications Framework (QF), Hong Kong 88
R
recruitment and selection: challenges facing HRM across region 283–284; in China 14t, 22, 283; in Hong Kong 84, 88; in India 131, 139–140, 141–142, 283; in Japan 65, 69, 71, 76, 77; in New Zealand 269–270; online 56, 111, 117, 269; overseas 14t, 71, 95, 115–116, 269; in Singapore 217; in South Korea 43, 56–57, 59, 284; in Taiwan 107–108, 110–111, 117, 120, 121, 283–284; in Thailand 162–163; in Vietnam 167, 169, 176, 184
recruitment consultants 19, 56, 84, 269, 270
Regency Ceramic 143
retirement age: in Australia 225, 231–232; extension of 117, 215, 219, 231; issues in Malaysia 197–198; in Japan 72, 76–77; in Singapore 215, 219
retirement, early 43, 72, 76–77, 108
S
Samsung 33, 34, 35, 40, 41t, 42, 45, 47, 48t, 49, 50, 53, 57, 58
seniority pay systems 46t, 49; in Japan 65, 67, 71; in Vietnam 177
share options 47, 49, 57, 68, 109, 112, 163, 272, 284
Singapore 8, 209–222; accreditation programme for HR profession 213; administrative system 211; adult learning 216; benefits 86; Central Provident Fund (CPF) scheme 211, 215; challenges facing HRM 213–217; competition from region 212, 220; culture 210; demographics 214–215, 285; economic strategy 210–211, 212, 216, 219, 220; employment relations 211, 219–220, 221; expatriate workers 216–217; feedback from employees 218; flexible working 214; foreign direct investment 209, 220; foreign worker issue 219–220; future of HR 218–220; GDP 209, 212; government role in HR 210, 211, 218–219; higher education 216; historical development of HRM 210–212; labor force, breakdown of 210; labor shortages 214; local companies and government departments, practices and challenges 218; MNCs 211–212, 217–218; older workers 214–215, 219; pay 210–211, 215, 219; performance management 217; recruitment and selection 217; retirement age 215, 219; Retirement and Re-Employment Act 2012 219; role and status of HRM 212–213; Singapore Airlines (SIA) case study 220–221; skilled workforce 209, 219; staff retention 210, 213–214, 217; strategic approach to HRM 213; survey of senior managers on status of HR function 213; talent management 217–218; training and development 215–216, 284; Tripartite committees 211; unemployment 210, 219; wage system 210–211; websites 221; women in workforce 214, 285; work–family balance 214; Workforce Development Agency (WDA) 216
Singapore Airlines (SIA) case study 220–221
skills shortages: in Australia 228, 229, 231, 284; in China 14, 21, 23–24, 283; in Hong Kong 95; in India 140, 141, 283; in Malaysia 194–195; in New Zealand 266, 269, 273, 274; in Taiwan 113–114, 283–284; in Vietnam 174, 180–181, 284
small and medium enterprises (SMEs): in Hong Kong 89; in New Zealand 261, 267, 268, 269, 270; in South Korea 45; in Taiwan 111, 113; in Thailand 156, 158, 159
Social Compact, South Korea 34
South Korea 6, 31–63; appraisal systems 44t, 49–50; Asian Crisis 33, 34, 38, 40, 42, 60; business–HR partnerships 55; chaebol 38, 40, 41t, 42, 43, 45, 48t, 50, 54, 57; challenges facing HRM 56–58; changes within HR function 54–56, 55t; contingent workers 31, 33, 43, 45, 45t, 57; corporate governance 56, 58; creativity issues 31, 57; culture 36, 37t, 44t, 286; decentralization of HR function 58; demographics 56; Doosan Heavy Industries and Construction case study 59–60; economy 31, 36, 38, 39t; employee development 50–52, 51t, 52f; employee resourcing 43–46; employment relations 33–35, 40–43, 53–54, 54t; employment status trends 31, 45, 45t, 57; factors influencing HRM practices 35–43; flexible working 31, 33, 43; foreign direct investment 38; future of HR functions 58; GDP 36, 38, 39t, 40; globalization of large corporations 42–43, 58; GNP 36; graduates 43, 45; historical and political background to 35–36; historical development of HRM 32–33; industrial action 42, 45, 46, 53–54, 54t; industrial relations 42, 45, 46, 53–54; inflation 38, 39t; job-based HRM system 31, 48t, 57, 60; labor 40–42; Labor Management Council (LMC) 33; older workers 38, 40t; overseas training programmes 50; pay and rewards in 33, 34, 43, 44t, 46–50, 46t, 48t, 59–60; performance-based HRM 31, 32–33, 43, 57–58, 59–60, 286; performance-based pay systems (yunbongje) 43, 46t, 47, 49, 59–60; profit sharing 33, 49, 58; recruitment and selection 43, 56–57, 59, 284; redundancies 45–46, 60; review of HRM practices 43–54; SMEs 45; Social Compact 34; staff retention 40t, 56–57, 284; survey of HR professionals 54, 55t; talent management 31, 56–57, 284; trade unions 41–42, 53–54, 54t; training and development 50–52, 51t, 52f; Tripartite Commission 34; unemployment 36, 38, 39t, 40t, 45, 60; US influences in 36; useful resources 61; websites 61; work–family balance 31, 57, 285; workplace flexibility 31
South Pacific Regional Trade and Economic Cooperation Agreement (SPARTECA) 248
specialization, trend in Japan towards 67, 69, 71, 76, 77, 78
spill-over from foreign sector to domestic sector in Vietnam 182–183
staff retention: in Australia 232, 233–234, 237, 284; challenges facing HRM across region 283–284; in China 23–24, 25, 283; in Fiji Islands 250; in Hong Kong 87, 88, 89; in India 141, 142, 282, 283, 285; in New Zealand 271, 273, 274; in Singapore 210, 213–214, 217; in South Korea 40t, 56–57, 284; in Taiwan 112, 120; in Thailand 162, 163; in Vietnam 175, 181, 186
stock options 47, 49, 57, 68, 109, 112, 163, 272, 284
strategic HRM: in Australia 230, 235, 236; in China 21–22, 25, 26; defining 103; evolutionary processes in development of 153; in Fiji Islands 244, 245, 251, 252, 253, 255; in Hong Kong 85, 87, 90; in India 129, 138, 142; in Japan 73, 78; in Malaysia 192–193, 203; in New Zealand 263, 264, 265; in Singapore 213; in South Korea 55; in Taiwan 102–103, 110; in Thailand 153; in Vietnam 179–182
T
Taiwan 7, 98–125; appraisal systems 105, 108–109, 111; Asian Crisis 100; atypical workers 108, 111, 114–115, 117–118; benefits 102, 103, 109, 112, 117, 121; challenges facing HRM 112–115; changes in HR function 110–112; China-based businesses 110–111, 115–116; Council of Labor Affairs 99f, 100, 100f, 101t, 105f, 106f, 111, 117, 121; Cranet Survey 2008 103, 107, 108, 109, 114; cultural factors 104–105, 111; demographics 100, 104, 105f, 112, 117–118, 285; development stages of HRM 101–102; earnings 100–101, 101t; economy 100, 104; education 105–106, 106f, 113; employee development 111, 122; employee relations 109–110, 112, 121; employment structure 99, 99f; factors determining HRM practices 104–107; flexible working 108, 111, 114–115, 117; foreign-worker policy 114; future of HRM 115–118; gap between education and business needs 113; GDP 98–99, 99f; globalization and impact in 110; GNP 98; guanxi 104, 105; health services for employees 117; historical development of HRM 98–101; HTC case study 119–122; labor legislation 106–107, 115, 117, 121; labor participation rate 100, 100f, 108, 113, 117; Labor Pension Act 2005 121; labor shortages at entry-level laborers 114; Labor Standards Law 106, 115, 117, 121; manufacturing sector 98–99, 101, 101t, 113, 113–114; MNCs 102, 111; Occupational Safety and Health Act 2011 117; pay and benefits 100–101, 101t, 103, 109, 111, 112, 114, 121; pensions in 109, 121; performance-based pay systems 109, 121; political and government policies 106–107; productivity 116; recruitment and selection 107–108, 110–111, 117, 120, 121, 283–284; review of HR practices 107–110; service sector 99, 101, 101t, 114; skills shortage 113–114, 283–284; SMEs 111, 113; staff retention 112, 120; staffing 107–108, 110–111, 120; strategic approach to HRM 102–103, 110; strengths of workers 115; talent management 110–111, 114, 115–116, 119, 283–284; Talent Shortage Survey 114; trade unions 109–110; training and development 108–109, 111, 113, 120, 121t; unemployment 100, 100f, 113; vocational training 113; websites 122; women in workforce 108, 113, 116, 117, 119; work–family balance 112, 113, 116–117; workforce, new dimensions of 117–118; working hours 100, 101t, 116; World Trade Organization membership 102
Taiwan Semiconductor Manufacturing Company (TSMC) 112
talent management: in China 23–24; global 31, 58, 115–116, 217, 236; in Japan 71, 75–76, 77, 78; in Singapore 217–218; in South Korea 31, 56–57, 284; in Taiwan 110–111, 114, 115–116, 119, 283–284
Talent Shortage Survey, Taiwan 114
Tanoa International Hotel 252
technology: facilitating HR function 110, 111, 118, 120, 157, 160; and reducing of workforce 159–160; spill-over from foreign sector to domestic sector in Vietnam 183
Thailand 7, 150–165; appraisal systems at PTTEP 162–163, 163; Asian Crisis 152, 154; benefits at PTTEP 163; business–HR partnerships 152–153, 159, 163; challenges facing HRM 159–160; changes in HR function 158–159; cultural influences on HRM practices 150, 156–157; economic developments 153–154, 155t; factors determining HRM practices 153–158; financial crisis 2008 154; foreign direct investment sector 151, 152, 156; future of HRM 160–161; GDP 154, 155t; globalization and challenges to HRM 159–160; GNP 155t; greening HR process 160; historical development of HRM 150–152; industrial action 151, 154, 158; industrial relations 158, 164; labor legislation 151–152, 160–161; Labor Relations Act 1975 151, 152; life employment 160; management development and HRM/IR interface 154, 156; manufacturing sector 151, 156; minimum wage 154, 155t, 159; MNCs 156; organizational restructuring 157–158, 160; outsourcing HR functions 157, 158, 160; ownership and impact on HRM practices 156; pay and rewards 153, 158, 163; private business sector, indigenous 151, 154; PTT Exploration and Production Public Company Ltd (PTTEP) case study 161–163; public-enterprise sector 151, 154, 161; public sector 150, 154, 160–161; recruitment and selection 162–163; SMEs 156, 158, 159; Social Security Act 1990 151–152; staff retention 162, 163; strategic approach to HRM 153, 160; technological innovations 157, 159–160; trade unions 151, 154, 158, 161, 164; training and development 162–163, 284; unemployment 154, 155t; in wake of natural disaster 164; websites 164–165
trade unions: in Australia 227, 228, 233; in China 16–18; in Fiji Islands 243, 244, 245, 247, 254, 255, 257; in Hong Kong 91; in India 129, 131, 132–134, 137, 142, 143–145; in Japan 65, 70–71; in New Zealand 265; in South Korea 41–42, 53–54, 54t; in Taiwan 109–110; in Thailand 151, 154, 158, 161, 164; in Vietnam 168, 173, 178, 181–182
Trade Unions Act 1926 (TUA), India 131
training and development: in Australia 228–229, 231; challenges facing HRM across region 284; in China 14–15t, 23, 24; in Fiji Islands 244, 254; gap between business needs and 23, 113, 180, 181, 193–194, 195, 283; in Hong Kong 84, 85, 88, 89; of HR personnel in India 129, 138; in Japan 65, 69, 72, 73–74, 79; in Malaysia 202; in New Zealand 270, 274, 275; overseas 23, 36, 50, 162, 186; in Singapore 215–216, 284; South Korea 50–52, 51t, 52f; in Taiwan 108–109, 111, 113, 120, 121t; in Thailand 162–163, 284; in Vietnam 168, 173–174, 175t, 177–178, 181, 186, 284
Tripartite Commission, South Korea 34
unemployment: in Australia 225; in China 18, 25, 26; in Hong Kong 86; in Singapore 210, 219; in South Korea 36, 38, 39t, 40t, 45, 60; in Taiwan 100, 100f, 113; in Thailand 154, 155t
United Kingdom 25, 42, 113, 129, 199, 234, 249, 251
United Nations’ Human Development Index 261
United States of America 25, 42, 113, 116, 117, 231, 251; management culture influences overseas 36, 139, 217
V
Vietnam 7, 166–190; appraisal systems 167–168, 176, 181, 184–185; banking system 173, 175t; business–HR partnership 170; business networks 174–175, 175t; challenges in implementing strategic HRM 179–182; changes in HR function 178–179; contemporary HRM 176–178; corruption 177; culture 171–172, 174, 175t, 181; Decision 25-CP 169, 180; economic reform (Doi Moi) 166, 169, 171, 179, 182; economy 167, 169, 171, 175t; education and training system 173–174, 175t; education output and company requirements, mismatch between 180, 181; factors determining HRM practices and policies 170–178; foreign direct investment 171, 181, 182, 183; future development of HRM system 182–183; GDP 169, 171; historical development of HRM 167–170; hospital case study 183–187; industrial relations 168–170, 172–173, 176, 178, 181–182; labor legislation 169, 178; literacy rate 174; MNCs 180, 182–183; Party and state role 172–173; pay and rewards in 168, 169–170, 174, 177, 181, 185; performance management 167–168, 176, 181, 184–185; recruitment and selection 167, 169, 176, 184; skills shortage 174, 180–181, 284; spill-over effect from MNCs to SOEs 182–183; staff retention 175, 181, 186; state-owned enterprises (SOEs) 166, 167, 168, 169, 170, 173, 174, 177, 178–179, 180, 181; trade unions 168, 173, 178, 181–182; training and development 168, 173–174, 175t, 177–178, 181, 186, 284; unofficial income 177; Vietnam Union for Cooperatives and Small and Medium Enterprises 174; Vietnamese Chamber of Commerce and Industry (VCCI) 174, 175t; Vietnamese Communist Party (VCP) 172–173; vocational training 181; wage differentials 168, 169–170, 177; websites 186–187
violence, worker 45, 133, 142–143
vocational training: in Australia 228; in Hong Kong 84; in India 127, 140–141; in Japan 79, 113; in Malaysia 195–196; in Taiwan 113; in United Kingdom 113; in Vietnam 181
W
Web 2.0 118
welfare corporatism 66, 69, 78
Whistleblower Protection Law 2004, Japan 68
Women Employment Survey 117
women in workforce: in Australia 225, 226, 233–234, 234–235, 237; in Hong Kong 90; in India 140; in Japanese workforce 67, 68, 71, 74–75, 77, 79; in Malaysia 198; in New Zealand 275; in Singapore 214, 285; in Taiwan 108, 113, 116, 117, 119; in West 117
work–family balance: in Australia 233–234, 285; challenges facing HRM across region 285; in India 285; in Japan 71, 74, 77; in Singapore 214; in South Korea 31, 57, 285; in Taiwan 112, 113, 116–117
World Bank 171, 177, 187, 195, 196, 197
World Trade Organization 92, 102, 104
Y
Yuhan-Kimberly 57