Distinctiveness of human resource management in the Asia Pacific region: typologies and levels
Rowley, C.; Bae, J.; Horak, S. & Bacouel-Jentjens, S. (2017). Distinctiveness of
human resource management in the Asia Pacific region: typologies and levels.
International Journal of Human Resource Management, 27(10), 1393-1408. DOI:
10.1080/09585192.2016.1189151
Link:
https://doi.org/10.1080/09585192.2016.1189151
Abstract
With this special issue, we explore the distinctive contextual factors of
contemporary human resource management (HRM) in the important Asia Pacific
region, in order to contribute new and non-Western insights to the
convergence-divergence debate in international HRM. After first establishing a
multi-level analytical framework consisting of macro-, meso-, and micro levels,
we discuss theoretical trends at each stage which reveal that countries at
different developmental stages possess distinctive political-economic
frameworks, institutions, cultural features, and value systems. We present four
studies that analyze the distinctive features of the respective cultural
contexts. These include (1) yongo and informality in HRM in Korea, (2) guanxi in
the context of performance appraisal in Western and local banks in China, (3)
relationship building by leaders in China and the US, focusing on the role humor
plays therein, and, (4) human factors in virtual teamwork with examples from
Taiwan, Vietnam, and Indonesia. We draw two major conclusions from our
investigation. As HRM systems in the Asia Pacific region are rather heterogenic,
we see no trend toward global convergence. Rather, we perceive local systems
‘mixing’ best practice approaches, and that as a result are hybrids. Others tend
to diverge. We propose the distinctiveness of HRM in the Asia Pacific region, as
revolving around the themes of social ties, informality, and interpersonal
trust. Future research could focus on these broad themes in order to understand
their respective dynamics better and make HRM systems more efficient and
effective.
Keywords
Keywords: Asia Pacific, convergence, distinctiveness, HRM, levels