From a paternalistic model towards what? HRM trends in Korea and Taiwan
Author(s)
Bae, Johngseok
Chen, Shyh-Jer
Rowley, Chris
Griffith University Author(s)
Year published
2011
Metadata
Show full item recordAbstract
Purpose
– Human resource management (HRM) practices have been re‐evaluated under the pressures and constraints of factors such as globalization, inward and outward investment patterns, multinational companies (MNCs), indigenous cultures and institutions. This paper aims to compare changes and continuities in key aspects of HRM in South Korea and Taiwan. It examines the impacts on HRM policies ‐ particularly employment security, extensive training, performance based pay and employee influence ‐ and the role of a core‐periphery model. Time effects, country effects and the interaction between them are explored.
Design/method ...
View more >Purpose – Human resource management (HRM) practices have been re‐evaluated under the pressures and constraints of factors such as globalization, inward and outward investment patterns, multinational companies (MNCs), indigenous cultures and institutions. This paper aims to compare changes and continuities in key aspects of HRM in South Korea and Taiwan. It examines the impacts on HRM policies ‐ particularly employment security, extensive training, performance based pay and employee influence ‐ and the role of a core‐periphery model. Time effects, country effects and the interaction between them are explored. Design/methodology/approach – The research was undertaken across a decade at three time periods between 1996 and 2005 and in both locally‐owned firms and MNC subsidiaries using questionnaires. Findings – The authors find, first, recognizable general patterns over time; second, significant interaction effects of country and time; third, some HRM practices more culturally bounded than others. Practical implications – These include issues relating to companies using more core‐periphery and performance based employment. Originality/value – The paper makes use of an under‐used perspective, both comparative and longitudinal, at three time periods in two under‐researched contexts of South Korea and Taiwan.
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View more >Purpose – Human resource management (HRM) practices have been re‐evaluated under the pressures and constraints of factors such as globalization, inward and outward investment patterns, multinational companies (MNCs), indigenous cultures and institutions. This paper aims to compare changes and continuities in key aspects of HRM in South Korea and Taiwan. It examines the impacts on HRM policies ‐ particularly employment security, extensive training, performance based pay and employee influence ‐ and the role of a core‐periphery model. Time effects, country effects and the interaction between them are explored. Design/methodology/approach – The research was undertaken across a decade at three time periods between 1996 and 2005 and in both locally‐owned firms and MNC subsidiaries using questionnaires. Findings – The authors find, first, recognizable general patterns over time; second, significant interaction effects of country and time; third, some HRM practices more culturally bounded than others. Practical implications – These include issues relating to companies using more core‐periphery and performance based employment. Originality/value – The paper makes use of an under‐used perspective, both comparative and longitudinal, at three time periods in two under‐researched contexts of South Korea and Taiwan.
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Journal Title
Personnel Review
Volume
40
Issue
6
Subject
Business and Management not elsewhere classified
Business and Management
Policy and Administration
Psychology