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Human Resource Practices In Hong Kong And Singapore: A Comparative Analysis, James B. Shaw, Paul S. Kirkbride, Cynthia D. Fisher, Sara F. Y. Tang
Human Resource Practices In Hong Kong And Singapore: A Comparative Analysis, James B. Shaw, Paul S. Kirkbride, Cynthia D. Fisher, Sara F. Y. Tang
James B Shaw
Extract:Due to the explosive growth of the Asian economies over the past two decades, considerable attention has been focused on the human resource management (HRM) practices of Asian businesses. In the 1980's, numerous authors described Japanese HRM practices and debated their applicability and transferability to firms in other Asian and Western nations. Although interest in Japanese HRM practices continues, increasing attention is being drawn to management practices of firms in the "little dragons" of East Asia --- Hong Kong, Singapore, Taiwan and South Korea. These "little dragons" have had phenomenal economic success in the last 20 years, with many authors …
Organisational And Environmental Factors Related To Hrm Practices In Hong Kong: A Cross-Cultural Expanded Replication, James B. Shaw, Paul S. Kirkbride, Sara F. Y. Tang, Cynthia D. Fisher
Organisational And Environmental Factors Related To Hrm Practices In Hong Kong: A Cross-Cultural Expanded Replication, James B. Shaw, Paul S. Kirkbride, Sara F. Y. Tang, Cynthia D. Fisher
James B Shaw
Data were collected from 151 Hong Kong organisations to determine the effect of culture, firm size, level ofunionsation and several indices related to the presence of an HRM department within the firm on Human Resource Management (HR) practices. Culture was a relatively weak predictor of HR practices. Existence of an HRM department and level of unionisation were moderate predictors while firm size and the existence of specialised training departments within the HRM department were the strongest preditors of HR practices.
A Stress Coping-Based Approach To Organization, Work Group And Individual Effectiveness After Downsizing, James B. Shaw, Elain Barrett-Power
A Stress Coping-Based Approach To Organization, Work Group And Individual Effectiveness After Downsizing, James B. Shaw, Elain Barrett-Power
James B Shaw
The need for a unified, cross-level (organization, work group, individual employee) model of organizational downsizing has been suggested by several authors (e.g., Kozlowski et al., 1993). The definition of "downizing," in terms applicable only at the organization level, prevents researchers from developing a more cohesive view of the impact of downsizing for the organization, work groups and individuals. In this paper, we define downsizing more broadly as a constellation of stressor events centering around pressures toward work force reductions which place demands upon the organization, work groups, and individual employees, and require a process of coping and adaptation. This stress-based …