Managing People Globally. An Asian Perspective by Chris Rowley, Wes Harry
By Chris Rowley, Wes Harry
This wide-ranging evaluate of human assets administration (HRM) in Asia attracts realization to concerns that are considerably diverse from these which a Western-trained supervisor or pupil could count on. Intra-regional matters are tested and, in an strange procedure, issues are organised thematically, instead of through the extra common country-by-country approach.
- Considers the affects on HRM, together with the political, financial and social contexts and expectations
- Discusses organisational behaviour affects on HRM
- Review of HRM in Asia with themes and practices organised thematically and built-in, instead of through country
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Extra resources for Managing People Globally. An Asian Perspective
Also, part of this HRP involves so-called ‘environmental scanning’. HRP aims to control costs by helping to anticipate, or correct, HR shortages or surpluses before they become unmanageable and expensive – as the maxim goes, to ‘employ the right number of people with the right skills at the right time’. In parts of Asia, as a result of the prevalence of low added-value work, the emphasis has been on the ‘right number’ and ‘right time’ and the ‘right skills’ has often been ignored. 35 Managing People Globally: An Asian Perspective In the West, especially between the 1950s and 1980s, HRP was seen to have a crucial role, particularly in large organisations operating in stable operating environments.
Within this, the labour market (LM) is one of the most important contextual and contingent factors. The type and structure of LMs radically influences HRM. Therefore, it is worth spending some time exploring this factor in further detail. 1 Labour markets A labour market may be viewed as ‘the way work is distributed within a society’ (Salamon, 2000:24). LMs can be formed on the basis of geography and skill. Generally, the higher the skill level, the greater the geographic scope of the LM. Unskilled HR are often recruited locally, while more skilled professional, technical and managerial posts can be resourced nationally and even internationally.
Options to address this could be both internal (for example, better utilisation of existing HR such as older adults) and external (for example, use of migrant workers). However, these strategies may face specific Asian cultural constraints, such as restrictive views on gender and ethnicity (see Rowley and Yukongdi, 2009). 48 Employee resourcing However, in many Asian organisations, especially government-owned ones, and in environments where trade unions or political movements are strong, the number and type of staff employed may be based not on the need for a job but on the need to gain favour with influential factions.