Competency Approach to Human Resources Management

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Competency Approach to Human ResourcesManagement: Outcomes and Contributions ina Turkish Cultural Context

Gaye !elik

Murat "erman

I ik University

This article examines the competency approach to human resourcesmanagement (HRM) in organizations through a review of literaturean theorieson the competency perspective! "uiling on previoustheory an some empirical evience# a new competency frameworkis evelope! The mainpurpose of the article is to examine the effectiveness of the competency approach as a human resourcesstrategy for promoting expecte roles# skills#an $ehaviorsin organizations! The article also examines potential challengesto implementing a competency approach to HRM in a special cultural

context! This is provie $y a case stuy in a multinational#fast%moving# consumer goos company in Turkey! &ne of the finingsof the stuy is thatthere are challenges to implementing the competency approach ue to the cultural ifferences $etweenhome an host countries! If properly esigne#however# thecompetency approach can enhance selection# evelopment# promotion#an rewar processes to meet $oth iniviual an organizational

nees

Human capital and performance: A literature review

Dr Philip Stiles and Somboon Kulvisaechana

Judge Institute of Management !niversit" of #ambridge

$rumpington Street #ambridge #%& 'A(Human capital and performance 1

Human capital and performance: A literature reviewS)#$I*+

PA() +!M%),Human capital in context: the resource based view of the firm3Human capital and complementary capitals5Intellectual capital6Social capital7Oranisational capital7

!nowlede"Human capital and performance#$ontinency or %fit& approaches'3(niversal or %best practice& approaches')


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$onfiurations'5Indirect lin*s+ commitment and performance'6,ifficulties with the lin* between human capital and performance

'7-easurin human capital'".eportin human capital measures/0$onclusions/'1ables/3.eferences/)2ppendix: Selected studies on H. practices performance lin*3)Human capital and performance 2

Human capital and performance: A literature review1here is a lare and rowin body of evidence that demonstrates a positive lin*ae

between the development of human capital and oranisational performance4 1heemphasis on human capital in oranisations reflects the view that mar*et value dependsless on tanible resources but rather on intanible ones particularly human resources4.ecruitin and retainin the best employees however is only part of the euation4 1heoranisation also has to leverae the s*ills and capabilities of its employees byencourain individual and oranisational learnin and creatin a supportiveenvironment in which *nowlede can be created shared and applied4 In this review we

will assess the context in which human capital is bein discussed and identify the *eyelements of the concept and its lin*ae to other complementary forms of capital notablyintellectual social and oranisational4 e will then examine the case for human capitalma*in an impact on performance for which evidence is now rowin and exploremechanisms for measurin human capital4 Our belief is that on the evidence of thisreview the lin* between human capital and oranisational performance is convincin48mpirical wor* has become more sophisticated movin from sinle measures of H. toembrace combinations or bundles of H. practices and in this tradition the findins arepowerful4 Such results have led some scholars to support a %best practices9 approacharuin that there is a set of identifiable practices that have a universal positive effect oncompany performance4 Other scholars arue that difficulties in specifyin theconstituents of a best practices set and the sheer number of continencies thatoranisations experience ma*e a best practice approach problematic4 2 eneral androwin trend in this debate is to see these approaches as complementary rather than inopposition with best practice viewed as an architectural dimension that haseneralisable effects but within each oranisation the bundles of practices will bealined differently to reflect the context and continencies faced by the firm4 1houhthere appears to be a rowin converence on this issue the measurement of humancapital remains rather ad hoc and more needs to be done to develop robust methods of

valuin the human contribution4

Human capital in context: the resource-based view of the firm


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1he issue of what contributes to competitive advantae has seen within the strateyliterature a shift in emphasis away from external positionin in the industry and therelative balance of competitive forces towards an ac*nowledement that internalresources be viewed as crucial to sustained effectiveness riht et al /00';4 1he wor* of? established theHuman capital and performance 3

importance for an oranisation of buildin a valuable set of resources and bundlin themtoether in uniue and dynamic ways to develop firm success4 $ompetitive advantae isdependent not as traditionally assumed on such bases as natural resources technoloyor economies of scale since these are increasinly easy to imitate4 .ather competitiveadvantae is accordin to the .>? dependent on the valuable rare and hard=to=imitateresources that reside within an oranisation4 Human capital in a real sense is an%invisible asset& Itami '#"7;4 1he importance to the strateic aims of the oranisation ofthe human capital pool the collection of employee capabilities; and how it is manaedthrouh H. processes then becomes apparent4 In terms of rarity:%If the types and levels of s*ills are not eually distributed such that some firms can

acuire the talent they need and others cannot then ceteris paribus; that form ofhuman capital can be a source of sustained competitive advantae& Snell et al '##6:65;4

2nd in terms of inimitability there are at least two reasons why human resources may bedifficult to imitate: causal ambiuity and path dependency >ec*er @erhart '##6>arney '##';4 %Airst it is difficult to rasp the precise mechanism by which the interplayof human resource practice and policies enerates valueBsecond these H. systems arepath dependent4 1hey consist of policies that are developed over time and cannot besimply purchased in the mar*et by competitors& >ec*er @erhart '##6:7"/;41he interdependency between H. practices combined with the idiosyncratic context ofparticular companies creates hih barriers to imitation4 Of course the human resourcesmust be valuable+ they must as >oxall says be %latent with productive possibilities&'##6:67; and so human capital advantae depends on securin exceptional talent or in

the familiar phrase %the best and the brihtest&41his emphasis on human capital also chimes with the emphasis in stratey research on%core competencies& where economic rents are attributed to %people=embodied s*ills&Hamel


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capabilities of employees throuh *nowlede acuisition and *nowlede sharin andtransfer to achieve competitive advantae4

Human capital, and complementary capitalsHuman capital is %enerally understood to consist of the individual&s capabilities*nowlede s*ills and experience of the company&s employees and manaers as they arerelevant to the tas* at hand as well as the capacity to add to this reservoir of *nowlede

s*ills and experience throuh individual learnin& ,ess


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abilities of people; social the valuable relationships amon people; and oranisationalthe processes and routines within the firm;& riht et al /00':7'6;4Human capital and performance 6,evelopin human capital therefore reuires attention to these other complementarities4If competitive advantae is to be achieved interation between human social andoranisational capital is reuired4

Social capital2ccordin to Fahapiet @hoshal '##"; %the central proposition of social capital theoryis that networ*s of relationships constitute a valuable resource for the conduct of socialaffairsBmuch of this capital is embedded within networ*s of mutual acuaintance&'##":/)3;4 Social capital it is arued increases the efficiency of action and aids co=operative behaviour Fahapiet @hoshal '##";4 Social relationships and the socialcapital therein are an important influence on the development of both human andintellectual capital4 2t the individual level individuals with better social capital =individuals with stroner contact networ*s = will %earn hiher rates of return on theirhuman capital& @aravan et al /00':5/;4 >ut it is at the oranisation level that socialcapital is hihly important4 2s Fahapiet and @hoshal arue: %social capital facilitates thedevelopment of intellectual capital by affectin the conditions necessary for exchane

and combination to occur& '##":/50;4 In social capital the authors arue for threemaDor elements: a structural dimension networ* ties networ* confiuration andappropriable oranisation;+ a conitive dimension shared codes and lanuaes sharednarratives; and a relational dimension trust norms obliations and identification;4 2llthree influence the development of intellectual capital4 1his approach lin*s well with theprevailin resource=based view with its emphasis on bundles and combinations ofresources4 Social capital with its stress on lin*aes between individuals creates theconditions for connections which are non=imitable tacit rare and durable4 @ratton @hoshal /003; arue that social capital is based on the twin concepts of sociability andtrustworthiness: %the depth and richness of these connections and potential points ofleverae build substantial pools of *nowlede and opportunities for value creation andarbitrae& /003:3;4

Organisational capital1he principal role of oranisational capital is to lin* the resources of the oranisationtoether into process that create value for customers and sustainable competitiveadvantae for the firm ,ess einnin with the last issuefirst the culture of the oranisation has a lare impact on both recruitment and retentionas well as in the area of eneratin commitment4 In -c!insey&s ar for 1alent survey'###; 5" of employees by far the hihest response said that what they valued themost in oranisations was stron values and culture4 2 supportive culture with stroncorporate purpose and compellin values has been seen as the underlinin reason formaDor corporate success


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measured and manaed in eneral4 e have mentioned earlier that studies have showndifferentiated reward systems and clear positive appraisal lin*ed to incentives can lin*directly to firm performance4 In terms of oranisational structure %the deree that s*illedand motivated employees are directly involved in determinin what wor* is performedand how this wor* ets accomplished& is crucial ,elaney Huselid '##6: #50;4 1o thisend employee participation aner '##); internal career ladders Osterman '#"7;

and team based wor*in Gevine '##5; have all been shown to positively lin* tooranisational performance ,elaney Huselid '##6;4 2ccordin to .umelt '#"); theroutines and processes that act as the lue for oranisations can either enhance ordisable co=operative wor*in and the development of *nowlede4 1his is ultimately thesimple point that oranisational structures and processes must support the purpose ofthe oranisation and so have reuisite variety Cacues '#"'; without creatin

boundaries between individuals and roups4

Knowledge1he connections between human capital social capital and oranisational capital willproduce intellectual capital4 1his in turn will affect the manaement of *nowlede withinthe oranisation4 !nowlede has lon been reconised as a valuable resource byeconomists and has been a focus of sinificant attention in the human capital literature

in particular the issues of *nowlede eneration leverae transfer and interationriht et al /00' Fona*a '##) Sveiby '##7 Sulans*i '##6;4 !nowlede has beenconceptualised and characterised inHuman capital and performance 8a number of ways in the literature -arupin /00/; but a maDor point of commonalityhas been the distinction between tacit *nowlede or *now=how; characterised by itsincommunicability and explicit *nowlede which is capable of codification Fona*a'##)


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1he lin* between human capital and performance is based on two theoretical strands41he first as we have discussed is the resource=based view of the firm4 1he second is theexpectancy theory of motivation ?room '#6"; which is composed of three elements: the

valence or value attached to rewards+ the instrumentality or the belief that the employeewill receive the reward upon reachin a certain level of performance+ and the expectancythe

Human capital and performance 9belief that the employee can actually achieve the performance level reuired4 H.-practices that encourae hih s*ills and abilities = e44 careful selection and hihinvestment in trainin = can be specified to ma*e the lin* between human capitalmanaement and performance4 In this section we shall outline a chronoloy of wor* inthe area of H. practice and performance before movin on to discuss some of theproblems with researchin the subDect4

1960s and 1970sInitial writin on human capital flowed from economists of education such as Shult'#6#; -incer '#6/; and >ec*er '#6) '#76; who won a Fobel ec*er '#6):';4 1he relationship between education andeconomic rowth


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estimates of this with a number of measures used includin the discounted futurecompensation model Gev and Schwart '#7); E where the value of an employee is thepresent worth of their remainin earnins from employment and the replacement costmethod where %costs incurred by recruitin selectin compensatin and traininemployees reflect the expected value of successful Dob performance& Steffy and -aurer'##": /73;4 Aor Alamholt '#7) '#"5; the H.2 issue of measurin an individual&s

value to the firm is founded on the notion that it is not the individual per se who isvaluable but the individual in relation to the roles heJshe plays that is crucial and heand others Ariedman and Gev '#7) Gau and Gau '#7" -orse '#73; developed astochastic valuation model to measure system dynamics and estimate expected servicelife with *nown estimated error Steffy and -aurer '#"";41he development of human resource accountin as a field demonstrated the hihinterest in attemptin to value the contribution of employees4 However a number ofissues led to interest in the area wanin in the '#70s4 Airst as Steffy and -aurer pointout: %public accountin standards were too strinent to allow the direct reportin ofhuman asset value in financial statements& '#"":/7";4 Second no enerally acceptedaccountin procedures emered for human resources and the proress of humanresource accountin has been at best mixed with one maDor review concludin:

%2t the theoretical level H.2 is an interestin concept4 If human resource value could bemeasured the *nowlede of that value could be used for internal manaement andexternal investor9s decision ma*in4 However until H.2 advocates demonstrate a validand eneralisable means for measurin human resource value in monetary terms we arecompelled to recommend that researchers abandon further consideration of possible

benefits from H.2& Scarpello 1hee*e '#"#:/75 = cited in $ascio '##';4

1980s1he rise of human resource manaement in the '#"0s brouht manaerial scholars tothe debate on the lin* between the manaement of people and performance4 2 number ofHuman capital and performance 11attempts were made to put empirical flesh on the theoretical bones of the resource=based

view and the specific H.- prescriptions concernin vertical and horiontal alinment

and how the systems of H. practice can increase oranisational performance48arly studies at this time examined investment in H. practices and businessperformance4 (sin cross sectional survey data F*omo '#"6 '#"7; examined the lin*

between H. plannin and business performance and found no correlation4 1hese resultswere supported by another survey=based study ,elaney Gewin and Ichniows*i '#""'#"#; into H. practices and financial performance which also found no lin*4

or* by (lrich and colleaues on the O2SIS research proramme Oranisation andStrateic information Service; used the


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ithin the H. accountin field utility analysis became a dominant theme >ourdreau'##' Schmidt et al '#7#;4 Scholars in this field attempted to overcome some of themeasurement problems that doed early H.2 formulations by examinin alternativemeans of economic valuation4 (tility analysts %measure the economic contribution ofpersonnel activities accordin to how effective they are in identifyin and modifyinindividual behaviours hence the future service contributions of employees& Steffy and

-aurer '#"":/7#; 4 ,ollar valuation = analysin the dollar value of certain H. proramsparticularly selection and trainin and comparin them with the expected dollar valuereturn from other investments E lay at the heart of the method but problems rest on thechoice of the valuation base ex ante concepts or ex post concepts or both; Steffy and-aurer '#""; and the enerally broadHuman capital and performance 12confidence intervals for estimates 2lexander and >arric* '#"7;4 2s >ec*er and @erhart'##6; state: %there is some doubt reardin whether manaers& decisions are particularlyresponsive to information about the estimated dollar value of alternative decisionsparticularly as the estimation procedures become increasinly complex and difficult tounderstand& '##6:7"0;4

1990s

1he research approach of focusin on individual H. practices and their lin* toperformance continued into the early '##0s some relyin on sinle measures of H.practices4 >artel '##); established a lin* between the adoption of trainin prorams andproductivity rowth while the lin* between trainin prorammes and financialperformance was supported by @erhart -il*ovich '##/;4 eitman !ruse '##0;identified lin*s between incentive compensation schemes and productivity and 1erpstra .oell '##3; examined the extensiveness of recruitin selection test validation andthe use of formal selection procedures and found a lin* to oranisational profits4 Ineneral selectivity in staffin have been shown to be positively related to oranisationalperformance >ec*er Huselid '##/ Schmidt Hunter -c!enie -uldrow '#7#;4orman '##';4

However such reliance on sinle H. practices may not reveal an accurate picture4 1hedominant view of human resource efficacy is that individual human resource practices%have limited ability to enerate competitive advantae in isolation& but %in combinationBthey can enable a firm to realise its full competitive advantae& >arney '##5:56;4 Inother words relyin on sinle H. practices with which to predict performance is unli*elyto be revealin4 -oves had been made within the field therefore to examine the notionof clusters or bundles of H. practices and how they impact on oranisationalperformance4

Contingency or fit approaches2 central tenet of strateic human resource manaement is that there should be verticallin*ae between H. practices and processes and the oranisational stratey of the firm41he strateic posture of the oranisation will influence the style and approach of human

resource activity4 Strateies vary and a number of researchers have investiated how H.practices vary with differences in strateic approach4 -ost wor* in this area usestraditional stratey typoloies such as cost flexibility and uality strateies e44 Koundtet al '##6; or -iles Snow&s '#7"; framewor* of prospector analyser and defender,elery ,oty '##6;4 1heHuman capital and performance 13emphasis here is on alinment or fit between the external environment the stratey ofthe oranisation and H.4 1he notion of fit has been articulated by writers such as

?en*atraman '#"#; and the benefits of tiht couplin to ensure efficiency and


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effectiveness in achievin oranisational aims have been well attested but some authors@erhart et al '##6 Orton eic* '##0


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ith the confiurational approach %the distinction between best practice andcontinency models beins to blur& >ec*er @erhart '##6:7"";4 1he confiurationalidea is that there will be effective combinations of H. practices that will be suited todifferent oranisational strateies4 Huselid >ec*er '##5; and ,elery ,oty '##6;found some support for the confiurational approach in their respective studies4In summary while some authors arue for the idea of external and internal fit others

arue for an identifiable set of best practices for manain employees that have universaladditive positive effects on oranisational performance4 Some e44 Koundt et al '##6;maintain that the two approaches are in fact complementary4 1he arument that theseapproaches are not in conflict has also been made by >ec*er @erhart '##6; and @uest colleaues /000;4 2s >ec*er @erhart '##6; state best practices have anarchitectural nature: for example the idea of incentives for hih performance has aeneralisable uality4 >ut within a particular firm H. practices and their mix will bedifferent dependin on context and stratey and soHuman capital and performance 15forth4 %1wo companies with dramatically different H. practices aruably have uitesimilar H. architectures4 Aor example althouh the specific desin and implementationof their pay and selection policies are different the similarity is that both lin* pay to

desired behaviours and performance outcomes and both effectively select and retainpeople who fit their cultures '##6:7"6;4 Or as @uest puts it: %the idea of %best practices9miht be more appropriate for identifyin the principles underlyin the choice ofpractices as opposed to the practices themselves9 @uest et al /000:3;4

Indirect links: commitment and performanceHih performance manaement or hih performance wor* practices has become animportant field4 1he practices across a number of authors are listed in 1able '4 Hihcommitment manaement aims to o beyond hih performance manaement to includean ideoloical component = the identification of the employee with the oals and valuesof the firm so inducin commitment alton '#"5;4 1he wor* of ood and colleaueshas identified a number of common feature of hih commitment manaement:'the development of career ladders and emphasis on trainability and commitment'a hih level of functional flexibility with the abandonment of potentially riid Dobdescriptions'the reduction of hierarchies and the endin of status differentials'a heavy reliance on team structure for structurin wor* and problem solvin'exemplary Dob desin to promote intrinsic satisfaction'a policy of no compulsory lay=offs or redundancies'new forms of assessment and payment systems'a hih involvement of employees in the manaement of uality4@uest and colleaues9 wor* for the Institute of


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Difficulties with the link between human capital and performance1here are a number of problems with assertin a lin*ae between human capital andhuman resource initiatives and oranisational performance4'4 .everse causation4 ,o human capital processes lead to increased performance or isthe alternative explanation eually as li*ely: that hiher performin firms will have moreresources to invest in better human capital manaementL If the causal lin* is to be

established there is a need to specify the intervenin variables between human capitalmanaement and performance4 %1he fact that profit sharin is associated with hiherprofits can be interpreted in at least two ways: profit sharin causes hiher profits orfirms with hiher profits are more li*ely to implement profit sharin4 However if it can

be demonstrated that employees in firms with profit sharin have different attitudes andbehaviours than those in forms without profit sharin and that these differences alsotranslate into different levels of customer satisfaction productivity speed to mar*et andso forth then researchers can bein to have more confidence in the causal model&>ec*er @erhart '##6:7#3;4/4 2 ood deal of wor* has emphasised alinment of human resources to oranisationalstratey at a very hih deree of abstraction e44 to a cost leadership stratey or adifferentiated stratey;4 >ut the firm=specific contexts and continencies surroundin the

oranisation will ma*e H. alinment much more complex and idiosyncratic and rendereneralisations about H. and human capital problematic @uest '##7 >ec*er and@erhart '##6;434 If human capital is in a real sense %best practice9 why is it that some oranisationslac* human capital processes and yet are successful in their purposeL Or put another

way why doesn9t everyone adopt human capital principlesL 2 simple answer would bethat such firms may be successful now but the possibility of their sustainin theirsuccess is reduced by their failure to implement human capital concepts4 1his is anempirical uestion however and we aree with >ec*er @erhart '##6; who state that%more effort should be devoted to findin out what manaers are thin*in when theyma*e theHuman capital and performance 17

decisions they do4 1his suests a need for deeper ualitative research to complementthe lare scale multiple firm studies that are available9 '##6:7"6;)4 1he rane of desins and research approaches in the studies raises problems in termsof developin a coherent body of *nowlede4 1here are a number of problems here4 1hefirst is the low level of overlap between the H. measures included by researchers intostudies which ma*es the cumulation of research in the field difficult4 Second practicesthat are common across studies are often measured in different ways4 Aor example %onestudy may loo* at whether a business has performance pay i4e4 yes or no; while anothermeasures the proportion of employees covered by such practices and another loo*s athow much is typically paid& .ichardson and 1hompson '###:'7;4 1hird the problem ofhow to measure business performance varies widely with financial and accountin basedmeasures time periods subDective and obDective measures intermediate outcomes such

as commitment and flexibility amon others bein used in varyin ways4 Aourth theunit of analysis differs widely4 In some cases the unit of analysis is oranisational levelin others business unit and less often at the facility level4 Aifth the research method

varies from cross sectional surveys either in sinle industry or multi=industry to casestudies in multiple firms either in sinle or multi=industry settins lonitudinal surveysand mixed methods incorporatin elements of the above4

Measuring human capitalArom the foreoin discussion we can aree with ,elaney Huselid '##6; who statethat there is compellin evidence for a lin*ae between stron people manaement and


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performance4 >ut how is human capital to be measuredL -easurement is obviouslyimportant to aue the impact of human capital interventions and address areas forimprovement but in this field measurement is a problematic issue41he process identified by some academics e44 @uest et al /000 ec*er and Huselid'##/ >ec*er Huselid and (lrich /000;4 1he wor* of Ait=8n '#"0 '#"); in creatin adatabase of a wide rane of H. practices at the Saratoa Institute provides a benchmar*forHuman capital and performance 19oranisations in terms of industry averaes and trends and allows manaers to assesstheir own practices in terms of cost and utility41he results of a $onference >oard /003; survey into human capital measurementshowed that many H. professionals were developin human capital metrics see 1able/; but this activity was often conducted in isolation with oranisations choosin not to


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collaborate with other firms or consultancies or with their own oranisation&s finance orstratey colleaues4 here H. professionals did use external benchmar*s they wereoften inappropriate internally and they did not tie up the metrics to the business oals4

Reporting human capital measures1he reportin of intanibles such as human capital is difficult4 2ccordin to Huselid thisis because of two maDor issues: first there is no common framewor* for reportin that

oes beyond historical measures e44 cost of selection or trainin; to %more detailedinformation on wor*force uality& /003;4 Second many firms lac* databases andaudited information that can ive stron and relevant information to investors4,evelopin a consistent and coherent internal H. architecture on human capitalmeasurement is a necessary condition for effective external reportin4$ompanies usually do have a wealth of human capital data in some shape or form andsome even have developed systems in place to measure its uality and impact4 >ut as the$onference >oard concludes: %most are reluctant to report it publicly4 2lthouh theprimary motivation is to contribute to the bottom line many companies do not wish tocommunicate the results of H$ measurement to investors& /003:7;4 Fevertheless thereport asserts that the measures which are most freuently reported are:

the percentae of employees in stoc* plans

revenue per employeeaverae pay

trainin expenditures

compensation41he three factors that explain why companies do not report more on human capital arei; the fear of competitors E anxiety over whether human capital information iscompetitively sensitive+ ii; the fear of unions or employees that is concern thatprovidin too muchHuman capital and performance 20

information may restrict the oranisation&s flexibility and worries over leal issuesarisin;+ and iii; a concern for practical difficulties of collectin human capitalinformation to present for reportin and whether investors will understand it anyway4

Conclusions2 rowin number of studies have attempted to show the lin* between human resourcesand performance4 e believe that thouh the case is not watertiht due to a number ofmethodoloical reasons the weiht of evidence is beinnin to loo* compellin4 2nimportant findin of this research is that both continency and best practice models cancomplement each other to create the conditions for effective human capital manaement41hat is the adoption of such hih performance practices as incentive=based pay orselective staffin is part of buildin an H. architecture4 1he details of how thesepractices become effective within the oranisation then becomes a matter of alininthese broad principles to the stratey and the context of the company4 1here is a now arowin body of wor* e44 >ec*er @erhart '##6 Koundt et al '##6 @uest et al /000;that arues for a converence between the two views4 e believe that reaterunderstandin as to how these two approaches come toether will enhance our*nowlede of how human capital manaement can lead to improved competitiveness41here are several lists for hih performance wor* practices or %best practice& H. each

with varyin content and with different ways of operationalisin the individual H.activities4 >ut at their heart most studies emphasise enhancin the s*ill base ofemployees throuh selective staffin comprehensive trainin and broad developmentalactivity as well as encourain employees throuh empowerment participative problemsolvin and teamwor* and roup based incentives4


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1he measurement of human capital remains an area where little commonality can befound4


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Hih waesIncentive compensation8mployee ownershipInformation sharin


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-easurin competency levels s*ills inventory trac*in competencies andtrainin investmentsor*force profileae diversity promotion rate participation in *nowlede manaement activitiesarric* -4.4 '#"74 8stimatin the standard error of proDected dollarains in utility analysis4 Cournal of 2pplied 4 '##)4 8ffects of human resource systems in manufacturin performance andturnover4 2cademy of -anaement Cournal 37:670=6"74

>arney C4 '##'4 Airm resources and sustained competitive advantae4 Cournal of-anaement '7:##='/04>arney C4 '##54 Goo*in inside for competitive advantae4 2cademy of -anaement8xecutive #);: )#=6'4>artel 24484 Huselid -424 (lrich ,4 /00'4 1he H. scorecard: Gin*in people strateyand performance4 >oston -2: Harvard >usiness School ec*er @4S4 '#6)4 Human capital4 Few Kor*: Fational >ureau of 8conomic .esearchHuman capital and performance 24>ec*er @4S4 '#764 1he economic approach to human behaviour4 $hicao: (niversity of$hicao oxall


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$onference >oard /00/4 ?aluin human capital: 1he ris*s and opportunities of humancapital measurement and reportin4 .esearch .eport N'3'6=0/=..4$utcher=@ershenfeld C4$4 '##'4 1he impact on economic performance of atransformation in wor*place relations4 Industrial and Gabor .elations .eview )):/)'=/604,elaney C484 Huselid -424 '##64 1he impact of human resource manaement

practices on perceptions of oranisational performance4 2cademy of -anaementCournal 3#:#)#=#6#4,elaney Gewin and Ichniows*i $4 '#""4 Human resource manaement policies andpractices in 2merican firms4 Few Kor*: Industrial .elations .esearch $entre @raduateSchool of $olumbia (niversity4Human capital and performance 25,elaney Gewin and Ichniows*i $4 '#"#4 H. policies and practices in 2merican firms4(S ,epartment of Gabor -anaement .elations and $o=operative prorams >G-. '73

ashinton ,$: (S @overnment eyond productivity: How leadin companies achievesuperior performance by leverain their human capital4 Few Kor*: 2merican-anaement 2ssociation4,ieric*x I4 $ool !4 '#"#4 2sset stoc* accumulation and sustainability of competitiveadvantae4 -anaement Science 35:'50)='5''48pstein 84 Areund4 4$4 '#")4 erer A4 '#"54 8mployees as assets: 2 fresh approach to humanresource accountin4 1he $ornell H.2 Muarterly4 /5);: /)=/#4

Ait=8n C4 '#")4 How to measure human resources manaement4 Few Kor*: -c@raw=Hill4Ait=8n C4 '##04 Human value manaement: 1he value addin human resourcemanaement stratey for the '##0s4 San Arancisco $2: Cossey=>ass4Alamholt 84@4 '#7)4 Human resource accountin4 8ncino $2: ,ic*inson4Alamholt 84@4 '#"54 Human resource accountin4 San Arancisco: Cossey=>ass4Ariedman 24 Gev >4 '#7)4 2 surroate measure of the firm9s investment in humanresources4 Cournal of 2ccountin .esearch '/: /35=/504Human capital and performance 26@aravan 14F4 -orley -4 @unnile


19/45

@uest ,484 -ichie C Sheehan - $onway F4 -etochi -4 /0004 8ffective peoplemanaement: Initial findins of the Auture of or* study4 Gondon: $hartered Instituteof ritish Cournal of Industrial .elations )':/#'=3')4

Hamel @4 alancin the intellectual capital boo*s: intanibleliabilities4 8uropean -anaement Cournal '7:/#=)'4Hewlett .4 /00/4 Interatin human capital concepts in productivity and rowth topics4Cournal of -anaement .esearch /: //=374Huselid -424 '##54 1he impact of human resource manaement practices on turnoverproductivity and corporate financial performance4 2cademy of -anaement Cournal3":635=6704Human capital and performance 27Huselid -424 /0034 S usiness .eview 70';: 7'=7#4!andel 84 Gaear 84oston: H>S


20/45

Goc*e 8424 Gatham @4


21/45

.ichardson .4 1hompson -4 '###4 1he impact of people manaement practices onbusiness performance: 2 literature review4 Gondon: Institute of usiness .eview Can=Aeb4(lrich ,4 Ga*e ,4 '##04 Oranisational capability: $ompetin from the insideJout4Few Kor*: iley4(lrich ,4 @eller 24 ,eSoua @4 '#")4 2 stratey structure human resourcedatabase: O2SIS4 Human .esource -anaement /3: 77=#04

?en*atraman F4 '#"#4 1he concept of fit in stratey research4 1oward a verbal andstatistical correspondence4 2cademy of -anaement .eview '):)/3=)))4

aner C424 '##)4


22/45

ood S4 2lbanese -4 '##54 $an we spea* of a hih commitment manaement on theshop floorL Cournal of -anaement Studies4 30:/'5=/)74

riht 4>4 Snell S424 /00'4 Human resources and the resource=based view of the firm4 Cournal of -anaement /7: 70'=7/'4riht


23/45

H. measures: Hih performance wor* system scale4 '3 items elicited two factors i;employee s*ills and oranisational structures E items: formal Dob desin enhancedselectivity formal trainin uality of wor* proram uality circles labour=manaementteams information sharin prorammes formal rievance procedures profit and ain=sharin plans enhanced communications ii; 8mployee motivation E items: formalappraisal lin*ed to compensation merit in promotion decision rules4

Outcome measures: turnover productivity lo of sales per employee; corporatefinancial performance E mar*et based measure 1obins& and accountin based measureE ross rate of return on capital employed @.218;4$ontrols: firm sie capital intensity firm and industry levels of union coverae industryconcentration rowth in sales ., intensity firm=specific ris* industry levels ofprofitability net sales and total assets4-ethod: .eression analysisAindins: Hih performance wor* systems have an economically and statisticallysinificant impact on both turnover productivity and corporate performance4 Onestandard deviation increase in H


24/45

Aindins: H. system focused on human capital enhancement directly related to multipledimensions of operational performance4 1his was predominately so for lin*s to a ualitymanufacturin stratey ivin broad support for continency perspective4

Delery, J.E. and Doty, D.H. (1996)1ype of study: cross sectionalSinle industry E ban*in E '') ban*s

H. measures: 7 H. practices4 Internal career opportunities ) items; formal andinformal trainin ) items; appraisal / items; profit sharin ' item; employmentsecurity ) items; employee participation ) items; Dob description ) items;stratey scale of six items measurin productJmar*et innovation;Outcome measures: two financial measures: return on averae assets return on euity4$ontrols: ban* sie ban* ae part of a holdin company ban* district4-ethod: Hierarchical reression analysisAindins: 1hree individual H. practices E profit sharin results=oriented appraisals andemployment security had relatively stron universalistic relationships with importantaccountin measures of performance4 $ontinency relationships between stratey andthree H. practices E participation results oriented appraisals and internal careeropportunities E explained a sinificant portion of the variation in the same performance

measures4 Similarity to the mar*et=type employment systems was positively related tofirm performance4 1he study demonstrates that universalistic continency andconfiurational perspectives can explain sinificant levels of variation in financialperformance4Human capital and performance 36

Huselid, M.A. Jackson, S.E. and Schuler, R.S. (1997)1ype of study: cross sectional-ulti=method E /#3 publicly held (S firmsH. measures: strateic H.- scale " items includin teamwor* communicationsinvolvement enhancin uality and developin talent to serve business in future;1echnical H.- scale describes perceptions f how well the H. function performsactivities E " items includin recruitment selection trainin performance appraisals

and compensation administration;usiness related capabilities scale describes the amount of business experience H. staffhave had outside of H. function = 3 items;Outcome measures: employee productivity net sales per employee ross rate of returnon assets and profitability 1obin&s ;$ontrols: union coverae firm sie capital intensity industry concentration salesrowth ., expenditures stoc* price variability beta; and firm industry4-ethod: .eression analysisAindins: Sinificant relationship between strateic H.- and employee productivitycash flow and mar*et value4 Fo meaninful relationship between technical H.- and

firm performance4 On a per employee present value basis a one standard deviationincrease in overall H.- effectiveness corresponds to an estimated increase in sales peremployee of 54/4 per cent a cash flow of '643 per cent and a mar*et value of 64

Ichniowski, C., Shaw, K., and Prennushi, G. (1997)1ype of study: $ross sectionalSinle industry: 36 finishin lines in '7 (S owned companies matched with /'#0monthly observations of productivity data4


25/45

H. measures: Identified " H. variables incentive pay recruitment and selectionemployment security flexible Dob assinment communications and labour relations; andidentified ) distinctive combinations of H. practices4System ) = traditional H.- firms identified as havin no innovative practices with closesupervision strict wor* rules narrow Dob responsibilities incentive based pay onuantity not on uality of output no wor* teams no information sharin and no formal

trainin;4System 3 similar to system ) except introduced innovative practices throuh wor*erinvolvement in teams and enhanced labour manaement communication;System / similar to three but also includes extensive s*ills trainin and hihinvolvement in teams;System ' incorporates innovative practices in all areas;4 Gines with this system haveincentive pay plans profit sharin extensive screenin of new employees recruitmenthih participation multiple teams formal team practice employment security Dobrotation hih trainin low trainin information sharin manaers meet wor*ersreularly meet with union unionised low rievance;4Human capital and performance 37Outcome measures:


26/45

Human capital and performance 38

Human capital and performance 39


27/45

factor# of productona%t$ou!$ t$# per#pectve # c$an!n! a# a functon of ne- and

on!on! re#earc$ nto more #trate!c approac$e# at natona% %eve%#*1+$# fr#t u#a!e #

u#ed more n term# of $uman re#ource# deve%opment" and can !o 'e&ond u#tor!anaton# to t$e %eve% of naton#2* +$e more tradtona% u#a!e -t$n corporaton#

and 'u#ne##e# refer# to t$e ndvdua%# -t$n a frm or a!enc&" and to t$e porton of t$e

or!anaton t$at dea%# -t$ $rn!" frn!" trann!" and ot$er per#onne% ##ue#" t&pca%%&referred to a# $uman re#ource# mana!ement* +$# artc%e addre##e# 'ot$ defnton#*

#ontents

$de

1 eve%opment

2 ana!ement

o 2*1 ;e& functon#

3 odern ana%#

4 Controver#&

o 4*1 ecrutment

7 odern concept of $uman re#ource#

8 >eference#

-edit. Development

+$e o'ectve of $uman re#ource?# deve%opment (t$e ?# # mportant n $umanre#ource?# n t$at t under#core# ndvdua%t&/vara'%t&) # to fo#ter $uman

re#ourcefu%ne## t$rou!$ en%!$tened and co$e#ve po%ce# n educaton" trann!" $ea%t$

and emp%o&ment at a%% %eve%#" from corporate to natona% (J*@**


28/45

#edit$ %ey &unctions

uman re#ource mana!ement#erve# t$e#e ,e& functon#:

1* >ecrutment e%ecton

2* +rann! and eve%opment (eop%e or r!anaton)3* erformance @va%uaton and ana!ement

4* romoton#/+ran#fer

5* >edundanc&6* .ndu#tra% and @mp%o&ee >e%aton#

7* >ecord ,eepn! of a%% per#ona% data*

8* Compen#aton" pen#on#" 'onu#e# etc n %a#on -t$ a&ro%%9* Confdenta% advce to nterna% cu#tomer# n re%aton to pro'%em# at -or,

10* Career deve%opment

11* Competenc& appn!12* +me moton #tud& # re%ated to > =uncton

13* erformance Appra#a%

-edit. Modern anal"sis

odern ana%# emp$a#e# t$at $uman 'en!# are not commodte# or re#ource#"'ut are creatve and #oca% 'en!# n a productve enterpr#e* +$e 2000 rev#on of .

9001n contra#t reure# to dentf& t$e proce##e#" t$er #euence and nteracton" and to

defne and communcate re#pon#'%te# and aut$orte#* .n !enera%" $eav%& unonednaton# #uc$ a# =ranceand erman&$ave adopted and encoura!ed #uc$ o' de#crpton#

e#peca%%& -t$n trade unon#* +$e .nternatona%


29/45

+$e de'ate re!ardn! $uman re#ource# ver#u# $uman capta% t$u# n man& -a ec$oe#

t$e de'ate re!ardn! natura% re#ource# ver#u# natura% capta%* ver tme t$e Dnted

Eaton#$ave come to more !enera%%& #upport t$e deve%opn! naton# pont of ve-" and$ave reue#ted #!nfcant off#ettn! fore!n ad contr'uton# #o t$at a deve%opn!

naton %o#n! $uman capta% doe# not %o#e t$e capact& to contnue to tran ne- peop%e n

trade#" profe##on#" and t$e art#*

An etreme ver#on of t$# ve- # t$at $#torca% neute# #uc$ a#Afrcan #%aver&mu#t'e compen#ated '& current deve%oped naton#" -$c$ 'enefted from #to%en $uman

re#ource# a# t$e& -ere deve%opn!* +$# # an etreme%& controver#a% ve-" 'ut t ec$oe#

t$e !enera% t$eme of convertn! $uman capta% to $uman re#ource# and t$u# !reat%&dmn#$n! t# va%ue to t$e $o#t #ocet&" *e* Afrca" a# t # put to narro- mtatve u#e

a# %a'or n t$e u#n! #ocet&*

.n a #ere# of report# of t$e DE ecretar&Fenera% to t$e enera% A##em'%& e*!*

A/56/162 (2001)" a 'road nterF#ectora% approac$ to deve%opn! $uman re#ourcefu%ne##

#ee Dnted Eaton# @pert eetn! on uman >e#ource# eve%opment* ?C$an!n!er#pectve# on uman >e#ource# eve%opment* +/+C/@>*@/25* June 19946$a#

'een out%ned a# a prort& for #ocoFeconomc deve%opment and partcu%ar%& antFpoverttrate!e#* +$# ca%%# for #trate!c and nte!rated pu'%c po%ce#" for eamp%e n educaton"

$ea%t$" and emp%o&ment #ector# t$at promote occupatona% #,%%#" ,no-%ed!e and

performance en$ancement (


30/45

u#e%e##* Get t$e term #urvve#" and f re%ated to ?re#ourcefu%ne##" $a# contnued and

emer!n! re%evance to pu'%c po%c&*

.n !enera% t$e a'#tracton# of macroFeconomc# treat t t$# -a& F a# t c$aractere# nomec$an#m# to repre#ent c$oce or n!enut&* o one nterpretaton # t$at frmF#pecfc

$uman capta% a# defned n macroFeconomc# # t$e modern and correct defnton of$uman re#ource# F and t$at t$# # nadeuate to repre#ent t$e contr'uton# of $uman

re#ource# n an& modern t$eor& ofpo%tca% econom&*

-edit. Human resources management trends and

influences

.n or!anaton#" t # mportant to determne 'ot$ current and future or!an#atona%reurement# for 'ot$ core emp%o&ee# and t$e contn!ent -or,force n term# of t$er

#,%%#/tec$nca% a'%te#" competence#" f%e'%t& etc* +$e ana%# reure# con#deraton

of t$e nterna% and eterna% factor# t$at can $ave an effect on t$e re#ourcn!"deve%opment" motvaton and retenton of emp%o&ee# and ot$er -or,er#* +$e eterna%

factor# are t$o#e %ar!e%& outF-t$ t$e contro% of t$e or!anaton and nc%ude ##ue# #uc$

a# t$e econmc c%mate" current and future trend# of t$e %a'or mar,et e*!* #,%%#"

educaton %eve%" !overnment nve#tment nto ndu#tre# etc* n t$e ot$er $and nterna%nf%uence# are 'road%& -t$n t$e contro% of t$e or!an#aton to predct determne and

montor" for eamp%e t$e or!anatona% cu%tureunderpnned '& mana!ement 'e$avour#

(or #t&%e)" envronmenta% c%mate and t$e approac$ to et$ca% and corporate #oca%re#pon#'%te#*

#edit$ Ma)or trends

.n order to ,no- t$e 'u#ne## envronment n -$c$ an& or!anaton operate#" t$ree

maor trend# #$ou%d 'e con#dered:

emo!rap$c#H t$e c$aracter#tc# of a popu%aton/-or,force" for eamp%e" a!e"

!ender or #oca% c%a##* +$# t&pe of trend ma& $ave an effect n re%aton to pen#on

offern!#" n#urance pac,a!e# etc*

ver#t&H t$e varaton -t$n t$e popu%aton/-or,p%ace* C$an!e# n #ocet&

no- mean t$at a %ar!er proporton of or!anaton# are made up of 'a'&F

'oomer# or o%der emp%o&ee# n compar#on to t$rt& &ear# a!o* +radtona%

advocate# of -or,p%ace dver#t& #mp%& advocate an emp%o&ee 'a#e t$at # a

mrror ref%ecton of t$e ma,eFup of #ocet& n#ofar a# race" !ender" #eua%orentaton" etc*

,%%# and ua%fcaton# H a# ndu#tre# move from manua% to a more mana!era%

profe##on# #o doe# t$e need for more $!$%& #,%%ed !raduate#* .f t$e mar,et #t!$t (*e* not enou!$ #taff for t$e o'#)" emp%o&er# -%% $ave to compete for

emp%o&ee# '& offern! fnanca% re-ard#" communt& nve#tment" etc*
http://en.wikipedia.org/wiki/Political_economyhttp://en.wikipedia.org/w/index.php?title=Human_resources&action=edit&section=9http://en.wikipedia.org/wiki/Organizational_culturehttp://en.wikipedia.org/wiki/Organizational_culturehttp://en.wikipedia.org/wiki/Corporate_social_responsibilityhttp://en.wikipedia.org/wiki/Corporate_social_responsibilityhttp://en.wikipedia.org/w/index.php?title=Human_resources&action=edit&section=10http://en.wikipedia.org/wiki/Demographicshttp://en.wikipedia.org/wiki/Workplace_diversityhttp://en.wikipedia.org/wiki/Baby-boomershttp://en.wikipedia.org/wiki/Baby-boomershttp://en.wikipedia.org/wiki/Political_economyhttp://en.wikipedia.org/w/index.php?title=Human_resources&action=edit&section=9http://en.wikipedia.org/wiki/Organizational_culturehttp://en.wikipedia.org/wiki/Corporate_social_responsibilityhttp://en.wikipedia.org/wiki/Corporate_social_responsibilityhttp://en.wikipedia.org/w/index.php?title=Human_resources&action=edit&section=10http://en.wikipedia.org/wiki/Demographicshttp://en.wikipedia.org/wiki/Workplace_diversityhttp://en.wikipedia.org/wiki/Baby-boomershttp://en.wikipedia.org/wiki/Baby-boomers


31/45

#edit$ *ndi+idual responses

.n re!ard to $o- ndvdua%# re#pond to t$e c$an!e# n a %a'our mar,et t$e fo%%o-n!

#$ou%d 'e under#tood:

eo!rap$ca% #pread H $o- far # t$e o' from t$e ndvdua%I +$e d#tance totrave% to -or, #$ou%d 'e n %ne -t$ t$e pa& offered '& t$e or!anaton and t$e

tran#portaton and nfra#tructure of t$e area -%% a%#o 'e an nf%uencn! factor ndecdn! -$o -%% app%& for a po#t*

ccupatona% #tructure H t$e norm# and va%ue# of t$e dfferent career# -t$n an

or!anaton* a$one& 1989 deve%oped 3 dfferent t&pe# of occupatona% #tructure

name%& craft (%o&a%t& to t$e profe##on)" or!anaton career (promoton t$rou!$t$e frm) and un#tructured (%o-er/un#,%%ed -or,er# -$o -or, -$en needed)*

eneratona% dfference Hdfferent a!e cate!ore# of emp%o&ee# $ave certan

c$aracter#tc#" for eamp%e t$er 'e$avor and t$er epectaton# of t$e

or!anaton*

#edit$ "rame,ork

uman >e#ource# eve%opment # a frame-or, for t$e epan#on of $uman capta%

-t$n an or!anaton or (n ne- approac$e#) a muncpa%t&" re!on" or naton* uman>e#ource# eve%opment # a com'naton of trann! and educaton" n a 'road contet of

adeuate $ea%t$ and emp%o&ment po%ce#" t$at en#ure# t$e contnua% mprovement and

!ro-t$ of 'ot$ t$e ndvdua%" t$e or!an#aton" and t$e natona% $uman re#ourcefu%ne#*

Adam mt$ #tate#" +$e capacte# of ndvdua%# depended on t$er acce## toeducatonK*8uman >e#ource# eve%opment # t$e medum t$at drve# t$e proce##

'et-een trann! and %earnn! n a 'road%& fo#tern! envronment* uman >e#ource#

eve%opment # not a defned o'ect" 'ut a #ere# of or!an#ed proce##e#" -t$ a #pecfc%earnn! o'ectveK (Ead%er"1984)9Lt$n a natona% contet" t 'ecom# a #trate!c

approac$ to nter#ectora% %n,a!e# 'et-een $ea%t$" educaton and emp%o&ment*10

#edit$ -tructure

uman >e#ource# eve%opment # t$e #tructure t$at a%%o-# for ndvdua% deve%opment"potenta%%& #at#f&n! t$e or!anatonM#" or t$e naton# !oa%#* +$e deve%opment of t$e

ndvdua% -%% 'eneft 'ot$ t$e ndvdua%" t$e or!anaton" or t$e naton and t# cten#*

.n t$e corporate v#on" t$e uman >e#ource# eve%opment frame-or, ve-# emp%o&ee#"a# an a##et to t$e enterpr#e -$o#e va%ue -%% 'e en$anced '& deve%opment" .t# prmar&

focu# # on !ro-t$ and emp%o&ee deve%opmentNt emp$a##e# deve%opn! ndvdua%potenta% and #,%%#K (@%-ood" o%ton and +rott 1996)11uman >e#ource# eve%opment n

t$# treatment can 'e nFroom !roup trann!" tertar& or vocatona% cour#e# or mentorn!and coac$n! '& #enor emp%o&ee# -t$ t$e am for a de#red outcome t$at -%% deve%op

t$e ndvdua%M# performance* At t$e %eve% of a natona% #trate!&" t can 'e a 'road

nter#ectora% approac$ to fo#tern! creatve contr'uton# to natona% productvt& 12
http://en.wikipedia.org/w/index.php?title=Human_resources&action=edit&section=11http://en.wikipedia.org/w/index.php?title=Human_resources&action=edit&section=12http://en.wikipedia.org/wiki/Human_resources#cite_note-ro.uow.edu.au-7%23cite_note-ro.uow.edu.au-7http://en.wikipedia.org/wiki/Human_resources#cite_note-8%23cite_note-8http://en.wikipedia.org/wiki/Human_resources#cite_note-9%23cite_note-9http://en.wikipedia.org/w/index.php?title=Human_resources&action=edit&section=13http://en.wikipedia.org/wiki/Human_resources#cite_note-10%23cite_note-10http://en.wikipedia.org/wiki/Human_resources#cite_note-11%23cite_note-11http://en.wikipedia.org/w/index.php?title=Human_resources&action=edit&section=11http://en.wikipedia.org/w/index.php?title=Human_resources&action=edit&section=12http://en.wikipedia.org/wiki/Human_resources#cite_note-ro.uow.edu.au-7%23cite_note-ro.uow.edu.au-7http://en.wikipedia.org/wiki/Human_resources#cite_note-8%23cite_note-8http://en.wikipedia.org/wiki/Human_resources#cite_note-9%23cite_note-9http://en.wikipedia.org/w/index.php?title=Human_resources&action=edit&section=13http://en.wikipedia.org/wiki/Human_resources#cite_note-10%23cite_note-10http://en.wikipedia.org/wiki/Human_resources#cite_note-11%23cite_note-11


32/45


33/45

deve%oped from t$e e#tn! emp%o&ee 'a#e* .t -ou%d 'e unu#ua% for an or!an#aton

toda& to underta,e a%% a#pect# of t$e recrutment proce## -t$out #upport from t$rdFpart&

dedcated recrutment frm#* +$# ma& nvo%ve a ran!e of #upport #ervce#" #uc$ a#Oprov#on of CP# or re#ume#" dentf&n! recrutment meda" advert#ement de#!n and

meda p%acement for o' vacance#" canddate re#pon#e $and%n!"#$ort%#tn!" conductn!

apttude te#tn!" pre%mnar& nterve-#or reference andua%fcatonverfcaton*+&pca%%&" #ma%% or!an#aton# ma& not $ave nF$ou#e re#ource# or" n common -t$

%ar!er or!an#aton#" ma& not po##e## t$e partcu%ar #,%%F#et reured to underta,e a

#pecfc recrutment a##!nment* L$ere reurement# ar#e t$e#e -%% 'e referred on anad$oc 'a## to !overnmento' centre#or commerca%%& runemp%o&ment a!ence#*

@cept n #ector# -$ere $!$Fvo%ume recrutment # t$e norm" an or!anaton faced -t$

an unepected reurement for an unu#ua%%& %ar!e num'er of ne- recrut# at #$ort notce

-%% often $and over t$e ta#, to a #peca%#t eterna% recruter to mana!e t$e endFtoFendre#ourcn! pro!ramme* ourcn! eecutveF%eve% and #enor mana!ementa# -e%% a# t$e

acu#ton of #carce or Q$!$Fpotenta%M recrut# $a# 'een a %on!Fe#ta'%#$ed mar,et

#ervced '& a -de ran!e of Q#earc$ and #e%ectonM or Q$ead$untn!M con#u%tance# -$c$t&pca%%& form %on!F#tandn! re%aton#$p# -t$ t$er c%ent or!anaton#* =na%%&" certan

or!anaton# -t$ #op$#tcated > practce# $ave dentfed t$ere # a #trate!c

advanta!e n out#ourcn! comp%ete re#pon#'%t& for a%% -or,force procurementto one or

more t$rdFpart& recrutment a!ence# or con#u%tance#* .n t$e mo#t #op$#tcated of t$e#earran!ement# t$e eterna% recrutment #ervce# provder ma& not on%& p$ca%%& %ocate"

or Qem'edM" t$er re#ourcn! team(#) -t$n t$e c%ent or!anaton# offce# 'ut -%% -or,

n tandem -t$ t$e #enor $uman re#ource mana!ement team n deve%opn! t$e %on!erFterm > re#ourcn! #trate!& and p%an*

-edit. Modern concept of human resources

+$ou!$ $uman re#ource# $ave 'een part of 'u#ne## and or!anaton# #nce t$e fr#t da

of a!rcu%ture" t$e modern concept of $uman re#ource# 'e!an n reacton to t$e effcenc&focu# of +a&%or#mn t$e ear%& 1900#* B& 1920" p#&c$o%o!#t# and emp%o&ment epert# n

t$e Dnted tate##tarted t$e$uman re%aton#movement" -$c$ ve-ed -or,er# n term#

of t$erp#&c$o%o!&and ft -t$ compane#" rat$er t$an a# nterc$an!ea'%e part#* +$#movement !re- t$rou!$out t$e mdd%e of t$e 20t$ centur&" p%acn! emp$a## on $o-

%eader#$p"co$e#on" and %o&a%t& p%a&ed mportant ro%e# n or!anatona% #ucce##*

A%t$ou!$ t$# ve- -a# ncrea#n!%& c$a%%en!ed '& more uanttatve%& r!orou# and %e##

#oft mana!ement tec$nue# n t$e 1960# and 'e&ond" $uman re#ource# deve%opment$ad !aned a permanent ro%e -t$n or!anaton#" a!ence# and naton#" ncrea#n!%& a#

not on%& an academc d#cp%ne" 'ut a# a centra% t$eme n deve%opment po%c&*

-edit. ,eferences

+$# #ecton needs additionalcitationsfor verification/%ea#e $e%pmprove t$# artc%e'& addn! re%a'%e reference#*Dn#ourced matera% ma& 'e c$a%%en!ed

andremoved*(January 200)
http://en.wikipedia.org/wiki/Curriculum_vitaehttp://en.wikipedia.org/wiki/Short_listhttp://en.wikipedia.org/wiki/Short_listhttp://en.wikipedia.org/wiki/Aptitude_testhttp://en.wikipedia.org/wiki/Job_interviewhttp://en.wikipedia.org/wiki/Professional_certificationhttp://en.wikipedia.org/wiki/Professional_certificationhttp://en.wikipedia.org/wiki/Professional_certificationhttp://en.wikipedia.org/wiki/Job_centrehttp://en.wikipedia.org/wiki/Employment_agencyhttp://en.wikipedia.org/wiki/Employment_agencyhttp://en.wikipedia.org/wiki/Executivehttp://en.wikipedia.org/wiki/Senior_managementhttp://en.wikipedia.org/wiki/Headhuntinghttp://en.wikipedia.org/wiki/Recruitment_Process_Outsourcinghttp://en.wikipedia.org/w/index.php?title=Human_resources&action=edit&section=16http://en.wikipedia.org/wiki/Taylorismhttp://en.wikipedia.org/wiki/Taylorismhttp://en.wikipedia.org/wiki/United_Stateshttp://en.wikipedia.org/wiki/Human_relationshttp://en.wikipedia.org/wiki/Human_relationshttp://en.wikipedia.org/wiki/Psychologyhttp://en.wikipedia.org/wiki/Leadershiphttp://en.wikipedia.org/wiki/Leadershiphttp://en.wikipedia.org/w/index.php?title=Human_resources&action=edit&section=17http://en.wikipedia.org/wiki/Wikipedia:Citing_sources#Inline_citationshttp://en.wikipedia.org/wiki/Wikipedia:Citing_sources#Inline_citationshttp://en.wikipedia.org/wiki/Wikipedia:Verifiabilityhttp://en.wikipedia.org/w/index.php?title=Human_resources&action=edithttp://en.wikipedia.org/w/index.php?title=Human_resources&action=edithttp://en.wikipedia.org/wiki/Wikipedia:Reliable_sourceshttp://en.wikipedia.org/wiki/Wikipedia:Reliable_sourceshttp://en.wikipedia.org/wiki/Template:Facthttp://en.wikipedia.org/wiki/Template:Facthttp://en.wikipedia.org/wiki/Wikipedia:Verifiability#Burden_of_evidencehttp://en.wikipedia.org/wiki/Wikipedia:Verifiability#Burden_of_evidencehttp://en.wikipedia.org/wiki/Wikipedia:Verifiability#Burden_of_evidencehttp://en.wikipedia.org/wiki/Curriculum_vitaehttp://en.wikipedia.org/wiki/Short_listhttp://en.wikipedia.org/wiki/Aptitude_testhttp://en.wikipedia.org/wiki/Job_interviewhttp://en.wikipedia.org/wiki/Professional_certificationhttp://en.wikipedia.org/wiki/Job_centrehttp://en.wikipedia.org/wiki/Employment_agencyhttp://en.wikipedia.org/wiki/Executivehttp://en.wikipedia.org/wiki/Senior_managementhttp://en.wikipedia.org/wiki/Headhuntinghttp://en.wikipedia.org/wiki/Recruitment_Process_Outsourcinghttp://en.wikipedia.org/w/index.php?title=Human_resources&action=edit&section=16http://en.wikipedia.org/wiki/Taylorismhttp://en.wikipedia.org/wiki/United_Stateshttp://en.wikipedia.org/wiki/Human_relationshttp://en.wikipedia.org/wiki/Psychologyhttp://en.wikipedia.org/wiki/Leadershiphttp://en.wikipedia.org/w/index.php?title=Human_resources&action=edit&section=17http://en.wikipedia.org/wiki/Wikipedia:Citing_sources#Inline_citationshttp://en.wikipedia.org/wiki/Wikipedia:Verifiabilityhttp://en.wikipedia.org/w/index.php?title=Human_resources&action=edithttp://en.wikipedia.org/wiki/Wikipedia:Reliable_sourceshttp://en.wikipedia.org/wiki/Template:Facthttp://en.wikipedia.org/wiki/Wikipedia:Verifiability#Burden_of_evidence


34/45

1* 0!dances in #eeloping Human ResourcesPo% 6 (R3) Au!u#t 2004 and Po% 8" R3"

2006

2* 0 ce#ource eve%opment: A =ocu#ed tud& n

+ran#tonn! ocete# n t$e eve%opn! Lor%d* .n Advance# n eve%opn! uman

>e#ource#O 8O 3" 2006*3* 0 $ttp://en*-,peda*or!/-,/J*@**e#ource# eve%opment" Journa% of Pocatona% and

+ec$nca% @ducaton" Po%* 12" Eo* 2" p7

>etreved from $ttp://en*-,peda*or!/-,/umanSre#ource#

Human ,esource Management in Asia 123An A#a acfc ana!ement =orum Lee,%& >e#earc$ >eve-

=u%%Ftet Artc%e# provded '& An'ar ana!ement .nte%%!ence and @mera%d .nte%%!ence U =u%% +et* >eve-'& t$eA#a acfc ana!ement =orum

+$e Lee, of 5t$ June to 12t$ June 2000:.ndu#tra% and Commerca% +rann! V @mp%o&ee >e%aton#

An ec%ectc co%%ecton t$# -ee, from t-o far%& D;Fcentrc ourna%# t$at nonet$e%e##

$ave pu'%#$ed #ome u#efu% or!na% re#earc$ pertnent to t$e A#a acfc or or!natn!
http://en.wikipedia.org/wiki/Human_resources#cite_ref-0%23cite_ref-0http://en.wikipedia.org/wiki/Human_resources#cite_ref-1%23cite_ref-1http://en.wikipedia.org/wiki/Human_resources#cite_ref-2%23cite_ref-2http://en.wikipedia.org/wiki/J.E.S.Lawrencehttp://en.wikipedia.org/wiki/Human_resources#cite_ref-3%23cite_ref-3http://en.wikipedia.org/wiki/Human_resources#cite_ref-4%23cite_ref-4http://www-ilo-mirror.cornell.edu/public/english/employment/skills/recomm/quest/qr_1b.htmhttp://www-ilo-mirror.cornell.edu/public/english/employment/skills/recomm/quest/qr_1b.htmhttp://en.wikipedia.org/wiki/Human_resources#cite_ref-5%23cite_ref-5http://en.wikipedia.org/wiki/Human_resources#cite_ref-6%23cite_ref-6http://ann.sagepub.com/cgi/content/abstract/520/1/42http://ann.sagepub.com/cgi/content/abstract/520/1/42http://en.wikipedia.org/wiki/Human_resources#cite_ref-ro.uow.edu.au_7-0%23cite_ref-ro.uow.edu.au_7-0http://en.wikipedia.org/wiki/Human_resources#cite_ref-ro.uow.edu.au_7-1%23cite_ref-ro.uow.edu.au_7-1http://ro.uow.edu.au/artspapers/26http://en.wikipedia.org/wiki/Human_resources#cite_ref-8%23cite_ref-8http://en.wikipedia.org/wiki/Human_resources#cite_ref-9%23cite_ref-9http://en.wikipedia.org/wiki/Human_resources#cite_ref-10%23cite_ref-10http://en.wikipedia.org/wiki/Human_resources#cite_ref-11%23cite_ref-11http://www.ilo.org/public/english/employment/skills/hrdr/init/cze_8.htmhttp://www.ilo.org/public/english/employment/skills/hrdr/init/cze_8.htmhttp://en.wikipedia.org/wiki/Human_resources#cite_ref-12%23cite_ref-12http://en.wikipedia.org/wiki/Human_resourceshttp://www.apmforum.com/asia-business-strategy.phphttp://www.apmforum.com/asia-business-strategy.phphttp://en.wikipedia.org/wiki/Human_resources#cite_ref-0%23cite_ref-0http://en.wikipedia.org/wiki/Human_resources#cite_ref-1%23cite_ref-1http://en.wikipedia.org/wiki/Human_resources#cite_ref-2%23cite_ref-2http://en.wikipedia.org/wiki/J.E.S.Lawrencehttp://en.wikipedia.org/wiki/Human_resources#cite_ref-3%23cite_ref-3http://en.wikipedia.org/wiki/Human_resources#cite_ref-4%23cite_ref-4http://www-ilo-mirror.cornell.edu/public/english/employment/skills/recomm/quest/qr_1b.htmhttp://www-ilo-mirror.cornell.edu/public/english/employment/skills/recomm/quest/qr_1b.htmhttp://en.wikipedia.org/wiki/Human_resources#cite_ref-5%23cite_ref-5http://en.wikipedia.org/wiki/Human_resources#cite_ref-6%23cite_ref-6http://ann.sagepub.com/cgi/content/abstract/520/1/42http://en.wikipedia.org/wiki/Human_resources#cite_ref-ro.uow.edu.au_7-0%23cite_ref-ro.uow.edu.au_7-0http://en.wikipedia.org/wiki/Human_resources#cite_ref-ro.uow.edu.au_7-1%23cite_ref-ro.uow.edu.au_7-1http://ro.uow.edu.au/artspapers/26http://en.wikipedia.org/wiki/Human_resources#cite_ref-8%23cite_ref-8http://en.wikipedia.org/wiki/Human_resources#cite_ref-9%23cite_ref-9http://en.wikipedia.org/wiki/Human_resources#cite_ref-10%23cite_ref-10http://en.wikipedia.org/wiki/Human_resources#cite_ref-11%23cite_ref-11http://www.ilo.org/public/english/employment/skills/hrdr/init/cze_8.htmhttp://en.wikipedia.org/wiki/Human_resources#cite_ref-12%23cite_ref-12http://en.wikipedia.org/wiki/Human_resourceshttp://www.apmforum.com/asia-business-strategy.php


35/45

from $ere* +$e feature artc%e# 'e%o- focu# man%& on trann! and deve%opment 'ut a%#o

nc%ude #evera% on recrutment" epatrate mana!ement" trann!" and ndu#tra% re%aton#*

urn! t$e 'oom decade for A#a" > ##ue# -ere !ven #$ort #$rft* " t$e ea#& -a& out of nvtn! $!$Fprof%e

Le#tern #pea,er# to conference# and #p%ur!n! a trann! 'ud!et on a conference un,et-a# preferred '& #evera% compane#" #ma%% and %ar!e* +$e ,e& advance# n > n t$e

re!on came n t$e form of part of +W ntatve#" u#ua%%& n Japane#eFo-ned

compane#" and to #at#f& . certfcaton reurement#*

+$e A#an cr## $a# encoura!ed #ome ret$n,n! of t$e va%ue of t$e $uman re#ource

functon !enera%%&" even t$ou!$ #o far re#u%t# of t$at reFt$n,n! $ave 'een mnma%* .n#evera% countre# $o-ever F nota'%& n!apore" on! ;on! and even +$a%and from a

%on! -a& 'ac, and -t$ t$e encoura!ement of more !%o'a% o-ner#$p" t$# reFt$n,n!$a# re#u%ted n a ne- more po#tve form of >* Compane# t$at are more #u'ect to

nternatona% competton are a%#o ma,n! t$e r!$t no#e#*

Get t$ere # a %on! -a& to !o***

+$e fo%%o-n! artc%e# are u#t a fe- of t$e 300 ava%a'%e t$# -ee, from t$e#e t-oourna%#" and ref%ect #ome of t$e ntatve# #o far" a# -e%% a# nternatona% eperence t$at

can 'e tran#ferred* +$# $a# 'een t$e t$rd tme -e $ave reve-ed > n t$# #ecton"

opefu%%& t -%% not 'e %on! 'efore -e $ear of #ome rea% #ucce##e# reported nempo-ern! and deve%opn! t$e mo#t mportant re#ource n an& enterpr#e n t$e A#aacfc*

Ju#t a# a remnder" &ou #$ou%d note t$e Po%ume and .##ue Eum'er of t$e artc%e# &ou are

ntere#ted n 'efore entern! t$e data'a#e" a# t$ere # no #earc$ fac%t& for t$eJournals of

the $ee%F on%& 'ro-#e fac%te# ##ue '& ##ue are provded for t$e free do-n%oad*

Should 4estern managers be encouraged to adopt JMP5s6

a-n * Ea&%or

&mployee Relations' 22 2 2000' pp. *0+-

ver t$e %a#t 20 &ear# t$ere $a# 'een ncrea#n! ntere#t '& Le#tern compane# n

Japane#e mana!ement practce# (J#)* .ntere#t n t$e#e met$od# $a# !ro-n a# a re#u%t

of t$e %ar!e performance !ap# -$c$ apparent%& e#t 'et-een Japane#e manufacturer#

and t$er Le#tern counterpart#" n term# of 'ot$ productvt& and ua%t&*


36/45

#ucce##fu%%& ut%#ed '& Le#tern compane#* .t # ar!ued t$at Le#tern mana!er# mu#t

avod u#t '%nd%& cop&n! Japane#e practce# and #$ou%d 'e encoura!ed to 'ecome a-are

of -$& certan Japane#e approac$e# $ave 'een #ucce##fu%* =na%%&" con#deraton need# to'e !ven to t$e under%&n! factor# of t$at #ucce## -$c$ are nece##ar& and approprate to

t$er o-n compan advancement*

Ke"words:Japane#e mana!ement #t&%e#" Corporate !overnance" Conver!ence

Article $"pe:eada'%t&F XX

Manufacturing in #hina: a !K firm case stud".an Lnfe%d

&mployee Relations' 2 - ' pp. -0+-*

+$# ca#e #tud& narrate# t$e eperence of a medumF#ed D; manufacturn! compan&

n #ettn! up and runnn! a manufacturn! p%ant n $an!$a" eop%e# >epu'%c of C$na*.t deta%# $o- feature# of t$e #oca% or!an#aton of producton" t$e $uman re#ource

po%ce# and t$e mana!ement practce# of t$e D; parent compan& -ere #ucce##fu%%&

tran#ferred and adapted to t$e unue %a'our mar,et and 'u#ne## envronment

encountered n man%and C$na* +$e #tud& conc%ude# '& reve-n! t-o maor c$a%%en!e#t$at drect%& %e a$ead for t$e compan&*

Ke"words:anufacturn!" Dnted ;n!dom" eop%e# >epu'%c of C$na" r!an#atona%

#tructure" uman re#ource mana!ement" ana!ement tec$nue#

Article $"pe:Ca#e #tud&

#ontent Indicators:>e#earc$ .mp%catonF X" ractce .mp%catonF XX" r!na%t&F XX"

>eada'%t&F XXX

Islamic revival in Asia and human resource managementonr +a&e'

&mployee Relations' - ' pp. /2+*-

#cu##e# #ome of t$e mp%caton# of .#%amc va%ue# for mana!ement of t$e -or,force n

or!anaton# n u#%m countre# n t$e %!$t of t$e r#e of .#%am#t movement# n man&of t$e#e countre#* #cu##on # p%aced -t$n t$e contet of t$e de'ate a'out t$e

nf%uence# of natona% cu%ture on or!anaton# n !enera% and emp%o&eeFmana!ement

re%aton#$p# n partcu%ar* Ar!ue# t$at t$ere are dffern! manfe#taton# of .#%amc va%ue#

n t$e countre# concerned" -$c$ cou%d %ead to dffern! mp%caton# for $uman re#ourcemana!ement (>)* !$%!$t# dffcu%te# n tr&n! to #o%ate t$e nf%uence# of .#%am on

or!anaton# from t$o#e of ot$er n#ttuton#" #uc$ a# t$e econom&" po%tc# and 'u#ne##

mperatve#* A# a re#u%t" and a%#o !ven t$e %mted ava%a'%e comparatve #tude# nto t$e##ue" t -ou%d 'e un-#e to #u!!e#t an .#%amc > mode%* o-ever" .#%am" a# an a%%F

encompa##n! re%!on" # 'ound to $ave mp%caton# for certan a#pect# of or!anaton#"

e#peca%%& n t$o#e countre# -$c$ are or!aned and run n accordance -t$ an .#%amc


37/45

dea%* Attempt# to ep%ore" t$erefore" t$e %,e%& re%aton#$p 'et-een .#%amc va%ue# and

certan > feature# n u#%m countre#*

Ke"words:Corporate cu%ture" @mp%o&ee atttude#" uman re#ource mana!ement" .#%am">e%!on" Pa%ue#

Article $"pe:Comparatve/eva%uator##ontent Indicators:>e#earc$ .mp%catonF X" ractce .mp%catonF XX" r!na%t&F X"

>eada'%t&F XXX

$aiwanese labour management in #hina

avd C* c$a,

&mployee Relations' - ' pp. */+

.nterve-# of 40 +a-ane#e factor& mana!er# n C$na revea% pro'%em# -t$ %oca%-or,er#" unantcpated 'ecau#e of t$e a##umed #$ared %an!ua!e and cu%ture* ro'%em#

nc%ude poor o' commtment or -or, d#cp%ne" $!$ turnover rate#" d#ntere#t n

%earnn! ne- #,%%# or o' advancement" p%fera!e" nter!roup $o#t%te# and poor trann!and educaton* Dna'%e to mport -or,er mana!ement met$od# and #tem# t$e& $ad 'een

u#n! n +a-an" t$e mana!er# $ave adopted productonF'a#ed remuneraton" fne#"

emp%o&ee educaton" and attenton to emp%o&ee -e%fare and #at#facton*

Ke"words:C$na" ma%%F to medumF#ed enterpr#e#" +a-an" Lor,# mana!ement

Article $"pe:+$eoretca% -t$ app%caton n practce

#ontent Indicators:>e#earc$ .mp%catonF X" ractce .mp%catonF XX" r!na%t&F X"

>eada'%t&F XX

)nterprise #ultures in the (lobal )conom": Some )merging and $heoretical

Problems for Strategic Human ,esource ManagementA%an L%%am#&mployee Relations' * -' pp. /+

) and n partcu%ar $o- t # u#ed n ecan

%terature* A%#o eamne# t$e +$atc$erte approac$" -t$ re!ard to dec%nn! nternatona%compettvene##" n #ee,n! %a'our mar,et reform# to tr& and rea%!n compettvene##

from A#an econome#* e#earc$ .mp%catonF X" ractce .mp%catonF XX" r!na%t&F X"

>eada'%t&F X


38/45

Achieving 7ero defects: $he case of Star !nion )ngineering Singapore

$&%%## * E!n " C$ee e#earc$ .mp%catonF X" ractce .mp%catonF XX" r!na%t&F X"

>eada'%t&F XX

Salar"man Sudden Death S"ndrome=rederc, A* a%um'o " au% A* er'!

&mployee Relations' * -' pp. /-+*

uc$ current Japane#e popu%ar d#cu##on centre# on t$e #udden deat$" at an ear%& a!e" of

Japan# $ardF-or,n!" -$teFco%%ar -or,er#: ;aro#$ (deat$ from over-or,) Fa%ar&man# udden eat$ &ndrome* ffca%%&" t doe# not e#t" a# t$e !overnment and

'! 'u#ne## are $e#tant to ac,no-%ed!e t$e p$enomenon n %!$t of t$e !ro-n! need to

'ecome more productve* +$e current rece##onar& pre##ure and !ro-n! #$orta!e of%a'our n Japan $a# epo#ed t$# #oca% p$enomenon* e#cr'e# ,aro#$" defne# t$e

etent of t$e p$enomenon" ep%ore# c$an!e# t$at are occurrn! n Japan# -or,force and

ana%e# t$e mpact on Japan*

Ke"words:Compen#aton" Japan" ver-or," tre##" Lor,a$o%#m" Lor,n! $our#

Article $"pe:L$o%%& +$eoretca%

#ontent Indicators:>e#earc$ .mp%catonF XX" ractce .mp%catonF X" r!na%t&F X"

>eada'%t&F X

)mplo"ee relations in Singapore 8 current issues and problems +an C$-eeFuat

&mployee Relations' *' pp. -+*

@amne# four recent emp%o&ee re%aton# ##ue# n n!apore* +$e#e nc%ude dependenc&on fore!n -or,er#" an a!en! -or,force" mpact of compane# re%ocatn! t$er %a'ourFnten#ve ndu#tre# to ot$er countre#" and pro'%em# re%ated to prvataton of

!overnmentF%n,ed compane#* +$e emp%o&ment of fore!n -or,er# # con#traned '& an

mpo#ed %ev& and uota* @tendn! t$e retrement a!e provde# o'# for o%der -or,er#*o-ever" emp%o&er# perceve t$em a# %e## productve and more epen#ve un%e## t$e

-a!e #tem can 'e modfed* Lor,er# made redundant '& compan& re%ocaton are t$e


39/45

%e## #,%%ed* ropo#e# t$at t$e #o%uton %e# n retrann! and up!radn! t$e #,%%# of

-or,er#*

Ke"words:@mp%o&ee re%aton#" %der emp%o&ee#" rvataton" >edundanc&">e%ocaton" n!apore

Article $"pe:Comparatve/eva%uator##ontent Indicators:>e#earc$ .mp%catonF X" ractce .mp%catonF XX" r!na%t&F X"

>eada'%t&F XX

,ecruitment in small firms: Processes methods and problems

ar%&n Carro%%" c, arc$n!ton" J%% @arn#$a- " tep$en +a&%or

&mployee Relations' 2 ' pp. 2*+2/0

+$e artc%e #ummar#e# fndn!# from recent ca#e #tud& re#earc$ nto recrutment n #ma%%frm#* +$e re#earc$ am# to a#certan -$et$er #ma%% frm# fo%%o- t$e procedure# out%ned

n t$e pre#crptve %terature on recrutment" and to -$at etent t$e& re%& on nforma%

recrutment met$od#* .t fnd# %tt%e evdence of t$e adopton of t$e recommended#tematc procedure# and a $!$ u#e of tred and tru#ted met$od# nc%udn! -ordFofF

mout$ recrutment and t$e $rn! of ,no-n uantte#* +$e mp%caton# of t$# are

eamned* L$%e t$e#e met$od# $ave certan advanta!e#" t$e& ma& a%#o !ve r#e to a

num'er of pro'%em#* +$e #tud& ar!ue# t$at t$e adopton of more forma% procedure# andmet$od# cou%d reduce #taff turnover n #ma%% frm# and t# a##ocated co#t#* o-ever" t

conc%ude# t$at man& #ma%% emp%o&er# -ou%d reman unconvnced '& t$e ca#e for openn!

up recrutment c$anne%#" and ma& fnd t$er e#tn! approac$e# more co#t effectve nt$e #$ort term*

Ke"words:@mp%o&ment" >ecrutment" ma%% frm#" taff turnover

Article $"pe:Ca#e #tud&" Comparatve/eva%uator##ontent Indicators:>e#earc$ .mp%catonF X" ractce .mp%catonF XX" r!na%t&F XX">eada'%t&F XXX

An evaluation on the emplo"ees5 retraining programmes in Hong Kong

a& *etrann! Board to fu%f% t$e a'oveo'ectve* +$e eva%uaton of t$e @> # 'a#ed on $o- t$e varou# @> cour#e# can meet

t$e trann! o'ectve#" a##e##ment of trann! need#" de#!n of t$e @>" cour#e

eva%uaton" and fo%%o-Fup #ervce# conducted '& t$e #e%ected trann! 'ode#* +$e overa%%effectvene## of @> # found to 'e %o-* +$e ndcator# partcpaton rate and o'


40/45

p%acement rate u#ed '& t$e trann! 'ode# tend to provde m#%eadn! eva%uaton re#u%t#

to t$e @>*

Ke"words:@va%uaton" @ffectvene##" on! ;on!" >eFtrann! emp%o&ee#

Article $"pe:urve&" Comparatve/eva%uator#

#ontent Indicators:>e#earc$ .mp%catonF XX" ractce .mp%catonF XX" r!na%t&F XX">eada'%t&F XX

$he future for Hong Kong trade unions: 4hat can the" learn from the %ritish trade

unions5 e9perience of adversit" '; to ';6

atrca =o#$

&mployee Relations' / ' pp. -**+-/

#cu##e# $o- #nce 1970" t$e co%ona% !overnment n on! ;on! $a# eerc#ed t# -de%e!a% po-er# over trade unon or!anaton and actvte# n a 'enevo%ent manner*

L$et$er t$e on! ;on! peca% Admn#tratve >e!on !overnment -%% contnue t$#

po%c& # uncertan: t$e ne- !overnment ma& enforce t$e trade unon# %e!a% frame-or,more r!orou#%&* D; trade unon# proved t$em#e%ve# re%ant and adapta'%e n t$e face of

a -de raft of %e!#%atve reform#" 'rou!$t n '& Con#ervatve !overnment# n t$e 1979

to 1997 perod" -$c$ %ad do-n #trct temp%ate# for t$er nterna% dec#onFma,n!

proce##e#* u!!e#t# t$at t$e #urvva% %e##on# %earned '& t$e D; trade unon# durn! t$#perod of $o#t%e !overnment ma& 'e of $e%p to on! ;on! trade unon# -$c$ face

future c$a%%en!e#*

Ke"words:Centra% !overnment" Contro%" on! ;on!" department# to $ave a c%ear po%c& on repatraton" e#peca%%&at tme# of re#tructurn! and redundanc& and t$e need to retan va%ua'%e #taff on return*

Con#der# t$e p$ca%" p#&c$o%o!ca% and emotona% effect# of rever#e cu%ture #$oc,"

t$e often unrea%#tc epectaton# of returnee# and t$er fam%e# and #u!!e#t# copn!

#trate!e#" nc%udn! a###tance to t$e accompan&n! #pou#e and c$%dren" t$at can 'emp%emented '& 'ot$ emp%o&er# and emp%o&ee#* ut%ne# t$e po##'%e content of a

repatraton pro!ramme" #tre##n! t$e need to ta%or t to t$e need# of emp%o&ee# and t$er

fam%e#* Comment# on t$e $e!$tened crcum#tance# of natura% d#a#ter# and po%tca%unre#t t$at can cau#e rapd repatraton*

Ke"words:Corporate po%c&" @patrate#" =am%& %fe" Eatona% cu%ture#

Article $"pe:+$eoretca% -t$ app%caton n practce


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#ontent Indicators:>e#earc$ .mp%catonF XX" ractce .mp%catonF XXX" r!na%t&F

XX" >eada'%t&F XXX

(oing global: implications for communication and leadership traininge% Ber!er

1ndustrial 3ommercial 4raining' 0 - ' pp. 2+2

o#t of u# reco!n#e t$e mportance of 'u%dn! effectve re%aton#$p# n t$e !%o'a%

arena* o-ever" do -e $ave t$e #,%%# to deve%op effectve 'u#ne## re%aton#$p# -t$ot$er# -$o#e atttude and 'e$avour dffer# mar,ed%& from our o-nI Are -e a-are t$at

t$e #ame #,%%# t$at 'rn! #ucce## n our o-n cu%ture ma& 'e perceved a# rude and

napproprate '& anot$erI +$e fr#t #tep # to avod t$e dv#ve tendenc& to put ne!atve%a'e%# on t$o#e -$o#e 'e$avour dffer# from our o-n* =or eamp%e" -$at one per#on

re!ard# a# re%aed and ea#&F!on! ma& 'e ud!ed '& anot$er a# %a& and ndec#ve* +$e

#o%uton # to deve%op to%erance and patence F ea#& to #a& 'ut $ard to do* +$# artc%e

dentfe# cro##Fcu%tura% #,%%# t$at are e##enta% for ac$evn! #ucce##" nc%udn!

communcatn! -t$ ot$er# for -$om @n!%#$ # not t$er fr#t %an!ua!e" ta,n! part nteam meetn!#" and under#tandn! t$e core va%ue# of a !ven countr&* +$e artc%e

conc%ude# -t$ a #$ort ca#e eamp%e of $o- a ne-%& mer!ed An!%oF=renc$ compan&%earned $o- to u#e t# dfference# and #tren!t$# -$en carr&n! out mportant team

meetn!#*

Ke"words:Cro##Fcu%tura% mana!ement" ana!ement deve%opment" eetn!#" ,%%#"

tereot&pn!" +eam 'u%dn!

Article $"pe:+$eoretca% -t$ app%caton n practce" Ca#e #tud&

#ontent Indicators:>e#earc$ .mp%catonF X" ractce .mp%catonF XXX" r!na%t&F X"

>eada'%t&F XXX

Managing the cultural divide: the case for classroom assessmentJenn %%eard

1ndustrial 3ommercial 4raining' 0 ' pp. 0+/

+$e tran#fer of trann! tec$nue# acro## cu%ture# # frau!$t -t$ dffcu%te# for 'ot$

traner and tranee* +raner# -or,n! -t$n mu%tcu%tura% #ettn!# need to 'e e#peca%%en#tve to t$er tranee# need# and #ocoFcu%tura% %earnn! 'ac,!round#* Bot$ traner#

and partcpant# n t$e -or,p%ace 'rn! to trann! cour#e# a 'a!!a!e of pa#t and pre#ent

educatona% eperence# t$at mpact# t$er reacton to or!anatona% %earnn! approac$e#*Con#der# $o- a partcu%ar a##e##ment tec$nue can ma,e ep%ct -$at traner# often

a##ume to 'e mp%ct n term# of t$er trann! practce#" and $o- ndu#tr& can %earn from

educatona% ca#e #tude#* e#cr'e# t$e re#u%t# from mp%ementn! a one mnutea##e##ment feed'ac, to A#an #tudent# underta,n! a tec$nca% @n!%#$ en$ancement

pro!ramme* u!!e#t# c%a##room a##e##ment can $e!$ten !reater per#ona% a-arene## to

trann! approac$e# -t$n a mu%tcu%tura% #ettn!" 'roaden under#tandn! of partcpantneed#" and encoura!e a more #tematc #trate!& for epandn! and mprovn! trann!

and %earnn! ua%t&* .mp%e# ep%otn! cu%tura% #&ner!& reure# mana!n! rat$er t$an

mere%& acceptn!" t$e cu%tura% dvde*


42/45

Ke"words:A##e##ment" eada'%t&F XX

*peration $urnaround 8 e9ecutive initiative improves compan" performancethrough integrated training

eada'%t&F XXX

$he


43/45

de%a& and mamum of per#ona% ta%orn!" -$%e a%#o $e%pn! to tran#cend t$e cu%tura%

dvde 'et-een @a#t and Le#t*

Ke"words:Communcaton# tec$no%o!&" ComputerF'a#ed trann!" Co#t effectvene##"@mpo-erment" Ju#tFnFtme" eada'%t&F XX

+ew Managerial $hin=ing>actors Affecting $raining and Development at 4or=

* A%eander " >*A* @d-ard# " E*L* mart

1ndustrial 3ommercial 4raining' 2* -' pp. 2+2

#cu##e# t$e ne- mana!era% mode% of t$e 1970# and 1980# -$c$ emp$a#e# f%atter"f%e'%e" %e## 'ureaucratc or!anaton#" -t$ ncrea#ed emp%o&ee a-arene## t$rou!$

trann! and deve%opment" and #u!!e#t# t$at actua% re#earc$ revea%# fru#traton and

oppo#ton to t$e#e dea# from tranee# and emp%o&ee#* ro'%em# n tran#ferrn! to t$ene- mode% nc%ude t$e cu%tura% dfference 'et-een t$e D; and t$e or!natn! countr&"

JapanO a reecton of t$e accompan&n! evan!e%ca% %an!ua!e of AmercaO t$e mp%caton

t$at t$o#e -$o oppo#e c$an!e are mere%& %ac,n! n fat$O a 'ureaucratc parado" or

t$e d#crepanc&" 'et-een c%am# and actua% eperenceO and t$e #e%%n! of t$e mode%-t$n a pre#crptve con#u%tanc& frame-or,*

Ke"words:ana!ement tec$nue#" ode%" r!anatona% c$an!e" r!anatona%

#tructure" er#onne% mana!ement" +rann! mana!ement" +rend#

Article $"pe:+$eoretca% -t$ app%caton n practce" urve&

#ontent Indicators:>e#earc$ .mp%catonF XX" ractce .mp%catonF X" r!na%t&F X"

>eada'%t&F X

#orporate management development centres: are the" growing in the right

directions6 8 An Asian perspective

+a&&a' * $a,$

1ndustrial 3ommercial 4raining' 2/ ',

.ncrea#n!%&" a-arene## of t$e contr'uton of trann! to t$e overa%% deve%opment ofemp%o&ee#" t$e $uman re#ource deve%opment movement" # catc$n! up -t$ t$e .ndan

Corporate ector* +$e ne-F'orn > n#tr& n t$e Centre" a compre$en#ve ncentve

pac,a!e for traner#" # a te#tmon& to overnment ntatve#* @mer!ence of Corporate

ana!ement eve%opment Centre# (CC#) on a %ar!e #ca%e n t$e %a#t decade n pu'%c#ector underta,n!# (D#) # a natura% fo%%o-Fup of t$e#e ntatve#* e#pte $u!e

nve#tment# n 'u%dn!# and trann! nfra#tructure" no attenton # pad to-ard# t$e

p%acement of correct per#onne%" motvaton and ua%tatve trann! output# n D#*Attenton to t$e#e ##ue# # vta% to rea%e CC o'ectve# and to u#tf& t$e #purt n

nve#tment* @amne# #ome of t$e crtca% ##ue# concernn! effectve mana!ement of

CC#: %eader#$p cr#e#" trann! of traner#" t$e ro%e of t$e traner" emp$a## on


44/45

deve%opn! core facu%t&" promoton of re#earc$" career pro!re##on and mproved #tatu# to

overa%% trann! functon*

Ke"words:uman re#ource deve%opment" .nda" ana!ement deve%opment" u'%c#ector" +raner#" +rann! tec$nue#

#ommunication or bac= to (enesis and the House of %abel?

% Bone

1ndustrial 3ommercial 4raining' 0 ' pp. 2*+2-

L$at # effectve communcatonI .t # t$e a'%t& to con#truct t$e correct %an!ua!e tocommuncate &our compan me##a!e accurate%&* o-ever" to !ve !reater cred'%t&"

t$e effect of t$# %an!ua!e mu#t 'e 'ac,ed '& a #ound voca% tec$nue" free from

d#tracton" -t$ t$e correct voca% d&namc# and 'od& %an!ua!eO ot$er-#e t$e me##a!e-%% %o#e mpact and po-er* pea,n! effectve%& and -e%% n front of a !at$ern! #

#omet$n! ever&one can %earn" -t$ t$e correct trann!*


45/45

Human Resources

The wor *human resources* refers to the staff or people who are engage to meet the

organization+so$,ectives! In the present times# it is increasingly $eing acknowlege that theemployeesform a crucial an valua$le organizational asset! Realizing real performance$enefits from an organization+s human assets re-uires competent recruitment# retentionan employee evelopment plans such asTraining. /evelopment!The main aim of moern HR managementis to augment the involvement ancontri$ution of the employees for the organization! Human resource management is vitalan isconsierecentral to the effective growth of any organization!Many organizations have also starte using the wor 0Human 1apital2 replacing thework Human Resource! They are consiere vital for aspects relate to service# -ualityan effectiveness!3fficient leaers ensureways to maximize# expan the scope of involvement of his team

people! If the employers care for his team people the employees in return woul care forthe organization!4eople are significant to an organization+s achievement! The competent management ofan organization is on hiring# compensation# eveloping# motivating# an retaining thepeople who are the $est fit for the organization!The &rganization policy woul have to ensure the following53fficient Recruitment"est compensation an "enefits for the employeesTraining . /evelopment

6ppraisal3mployeeRelationsThe organization can also ensure that there is 789 egree appraisal so as to haveefficiency in the system!The &rganization shoul also ensure a transparent an open culture which woul ena$lethe employees to express their views an ieas to the employees!3mployee Relations in any organization shoul inten to provie employees with anenvironment where they can flourish an reach their true potential! 3mployees shoulhave the right to freeom of association# an to $argain collectively! The HR policyframe shoul answer every -uestion that an employee might have a$out his or herrights at work!Training5Training is consiere one of the key elements for the success of any organization!&rganization also set up Training man ays to check that the employees in theorganization are traine! 3mployees are provie on the ,o$ training apart from theimportant training on self evelopment
http://www.shvoong.com/tags/organization/http://www.shvoong.com/tags/emplo

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Competency Approach to Human Resources Management

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