Employee Relations: An International Journal

Seongsu Kim; Dennis R. Briscoe

1997 Employee Relations: An International Journal

doi: 10.1108/01425459710170013

Korean firms are in the process of transforming their human resource management (HRM) systems to compete effectively in the global market. Whereas the traditional HRM system emphasized group harmony and age norms, the “new HR policy” emphasizes a performance‐based system. Whether the new HR policy can achieve its objectives remains to be seen. This radical change from the traditional HRM system to a new one is likely to cause a variety of problems. Discusses, specifically, four potential problems in the case of Samsung.

Jane K. Giacobbe‐Miller; Daniel J. Miller; Weijun Zhang

1997 Employee Relations: An International Journal

doi: 10.1108/01425459710170031

Involves a role‐play in which Chinese and US managers allocate a hypothetical bonus to a work group. Indicates that Chinese managers employed three distributive rules (i.e. equity, equality and need) placing greatest emphasis on equality. In contrast, US managers employed two distributive rules, equity and equality, placing the greatest emphasis on equity. Chinese managers placed significantly greater emphasis on the need rule than did US managers, although very small amounts were allocated on the basis of need. Discusses implications for appropriate pay design.

Deborah Jones

1997 Employee Relations: An International Journal

doi: 10.1108/01425459710170068

The whaanau /support selection interview is a distinctively New Zealand example of bringing cultural diversity into organizations by changing human resource management (HRM) practices. Aims to advocate the possibilities of the whaanau /support process, to discuss its problems, and to suggest future research directions. Draws on the perspectives of HRM practitioners to present three case studies which analyse the use of the whaanau /support process in terms of specific organizational objectives.

Nils Timo

1997 Employee Relations: An International Journal

doi: 10.1108/01425459710170077

Over the last decade, there has been a growing debate about the relationship between industrial relations, human resource management and business strategies. For management, this involves an ongoing reappraisal of the balance between individualism and collectivism and a critique of third party intervention in the employment relationship. Describes a case study of CRA/RTZ in Australia and New Zealand and the managerial strategy used to deconstruct collective industrial relations through the use of standardized individualized contracts.

Monir Tayeb

1997 Employee Relations: An International Journal

doi: 10.1108/01425459710170086

Discusses some of the implications of Islamic values for management of the workforce in organizations in Muslim countries in the light of the rise of Islamist movements in many of these countries. Discussion is placed within the context of the debate about the influences of national culture on organizations in general and employee‐management relationships in particular. Argues that there are differing manifestations of Islamic values in the countries concerned, which could lead to differing implications for human resource management (HRM). Highlights difficulties in trying to isolate the influences of Islam on organizations from those of other institutions, such as the economy, politics and business imperatives. As a result, and also given the limited available comparative studies into the issue, it would be unwise to suggest an Islamic HRM model. However, Islam, as an all‐encompassing religion, is bound to have implications for certain aspects of organizations, especially in those countries which are organized and run in accordance with an Islamic ideal. Attempts to explore, therefore, the likely relationship between Islamic values and certain HRM features in Muslim countries.

David C. Schak

1997 Employee Relations: An International Journal

doi: 10.1108/01425459710170095

Interviews of 40 Taiwanese factory managers in China reveal problems with local workers, unanticipated because of the assumed shared language and culture. Problems include poor job commitment or work discipline, high turnover rates, disinterest in learning new skills or job advancement, pilferage, intergroup hostilities and poor training and education. Unable to import worker management methods and systems they had been using in Taiwan, the managers have adopted production‐based remuneration, fines, employee education, and attention to employee welfare and satisfaction.

Phyllisis M. Ngin; Chee Leong Chong

1997 Employee Relations: An International Journal

doi: 10.1108/01425459710170103

Examines TQM implementation in Star Union, a small manufacturing firm, and offers insights into how its “dynamic equilibrium” system drives the development of its employees and provides the link between corporate quality culture and performance. TQM ideology is diffused through a unique management and employee relations philosophy as well as the adoption of innovative mechanisms. Provides a useful reference for managers attempting to improve organizational effectiveness.