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Can We Still Talk About ‘Asian’ HRM Practices? An Exploratory Analysis of HRM Practices in Different Asian Countries

Yıl 2019, Cilt: 10 Sayı: 17, 1853 - 1874, 31.03.2019
https://doi.org/10.26466/opus.479399

Öz

This is a study about HRM practices of Asian
countries. Asian HRM has been of interest to researchers. Several studies
focused on different dimensions of HRM practices in different countries located
in Asia. An important point to highlight while reviewing these studies is that
the region of Asia should not be considered to be the sum of countries sharing
same or similar characteristics. Every country has its own historical story and
contextual settings. This suggests the necessity to consider different backgrounds
of Asian countries in analysing HRM practices of these countries rather than
assuming that they follow similar HRM trends. Aiming to understand in what
aspects Asian countries’ HRM systems differ from each other and what the
underpinning reasons are for these differences, the paper explores the
traditional and changing pattern in HRM practices of China, Japan, Taiwan,
Thailand, and Korea. It is seen that changing conditions (disruptive
development in technology, economic reforms, Asian financial crisis, social and
cultural elements of a national state) have a substantial influence on HRM
practices of Asian countries and result in the transformation of these
practices in time. Nevertheless, each country’s response to the macro changes
has been different. Given this, the paper suggests that although countries may
go through the same macro changes, rather than a convergence pattern in their
HRM practices, countries preserve their nation-specific characteristics in
shaping the HRM practices. 

Kaynakça

  • Bae, J. (1997). Beyond seniority-based systems: A Paradigm shift in Korean HRM? Asia Pacific Business Review, 3(4), 82-110.
  • Bae, J. (2011). Self-fulfilling process at a global level: The evolution of HRM practices in Korea 1987- 2007. Management Learning, 1, 1-29.
  • Bae, J., & Lawler, J. (2000). Organizational and HRM strategies in Korea: Impact on firm performance in an emerging economy. Academy of Management Journal, 43(3), 502–17.
  • Bae, J., & Rowley, C. (2001). The impact of globalization on HRM: The case of South Korea. Journal of World Business, 36, 402–28.
  • Bae, J., & Rowley, C. (2004). Human resource management in South Korea after the Asian financial crisis: Emerging patterns from the labyrinth. International Studies of Management & Organization, 34(1), 52-82.
  • Bae, J., & Yu, G. C. (2005). HRM Configurations in Korean venture firms: Resource availability, institutional force and strategic choice. International Journal of Human Resources Management, 16(9), 1759-1782.
  • Bae, J., Chen, S., Wan, T., Lawler, J. J., & Walumbwa, F. O. (2003). Human resource strategy and firm performance in pacific rim countries. The International Journal of Human Resource Management, 14(8), 1308-1332.
  • Benson, J., & Debroux, P. (2003). Flexible labor markets and individualized employment: The beginnings of a new Japanese HRM system? Asia Pacific Business Review , 9(4), 55-75.
  • Budhwar P. S, & Sparrow, P. R. (2002). An integrative framework for understanding cross-national human resource management practices. Human Resource Management Review,12(3), 377–403.
  • Budhwar, P. S. (2004). HRM in the Asia-Pacific context. In Budhwar, P. S. (ed.), Managing Human Resources in Asia-Pacific, London: Routledge, 1-16.
  • Chan, A. (1996, November 3). Boot camp at the shoo factory: Where taiwanese bosses drill chinese workers to make sneakers for American joggers. Washington Post, 1-4.
  • Chang, E. (2003). Composite effects of extrinsic motivation on work effort: Case of Korean employees. Journal of World Business 38, 70-79.
  • Chang, E. (2006). Individual pay for performance and commitment HR practices in South Korea. Journal of World Business, 41, 368-381.
  • Chen, M. (1995). Asian management systems: Chinese, Japanese, and Korean styles of business. New York: Routledge.
  • Cho, J., & Keum, J. (2004). Job instability in the Korean labour market: Estimating the effects of the 1997 financial crisis. International Labour Review, 143(4), 373-392.
  • Cho, Y-H., & Yoon, J. (2001). The origin and function of dynamic collectivism: An analysis of Korean corporate culture. Asia Pacific Business Review, 7(4), 70-88.
  • Choi, J. (2004). Transformation of Korean HRM based on confucian values. Seoul Journal of Business 10(1), 1-26.
  • Cooke, F. (2004). Foreign firms in China: Modelling HRM in a toy manufacturing corporation. Human Resources Management Journal, 14(3), 31-52.
  • Dastmalchian, A., Lee, S., & Ng, I. (2000). The interplay between organizational and national cultures: A comparison of organizational practices in Canada and South Korea using the competing values framework. The International Journal of Human Resource Management, 11(2), 388-412.
  • Frenkel, S. J. & Lee, B-H. (2010). Do high performance work practices work in South Korea? Industrial Relations Journal, 41(5), 479-504.
  • Gibbs, G. (2007). Analyzing qualitative data. London: Sage.
  • Hofstede, G. (1980). Cultures consequences: International differences in work-related values. Beverly Hills, CA: Sage.
  • Hofstede, G. (1998). Organizational culture. In M. Poole and M. Warner (eds.) IEBM Handbook of HRM, London: International Thomson Press, 237-55.
  • Kang, H-R. & Rowley, C. (2005). Women in management in South Korea: advancement or retrenchment? Asia Pacific Business Review, 11(2), 213-231.
  • Kim, D. & Bae, J. (2004). Employment relations and HRM in South Korea. Burlington, Ashgate.
  • Kim, H., Kwon, D-B., & Pyun, C. (2008). Korean corporate HRD in transition: Issues and CHALLENGES. Human Resource Development International, 11(1), 81-89.
  • Kim, D. & Kim, S. (2003). Globalization, financial crisis, and industrial relations: The case of South Korea. Industrial Relations, 42(3), 341-367.
  • Kim, D. & Park, S. (1997). Changing pattern of pay systems in Japan and Korea: From seniority to performance. International Journal of Employment Studies, 5(2), 117-34.
  • Kim, D., Bae, J. & Lee, C. (2000). Globalization and labour rights: The case of Korea. Asia Pacific Business Review, 6(3), 133-153.
  • Kim, Y. & Park, S. (1998). An empirical study on the relationships between cultural type, strength and organizational performance in Korean firms. Korean Journal of Management, 6(2), 195-238.
  • Koch, M., Nam, S.H. & Steers, R. (1995). Human resource management in South Korea. In Moore, L. and Jennings, P. D. (eds) Human Resource Management in the Pacific Rim: Institutions, Practices, and Attitudes. Berlin: de Gruyter, 217- 42.
  • Kwon, S., Kim, M. S., Kang, S.-C. & Kim, M. U. (2008). Employee reactions to gainsharing under seniority pay systems: The mediating effect of distributive, procedural, and interactional justice. Human Resources Management, 47(4), 757–775.
  • Lansbury, R. D., Hokwon, S., & Suh, C-S. (2006). Globalization and employment relations in the Korean auto industry: the case of the Hyundai motor company in Korea, Canada and India. Asia Pacific Business Review, 12(2), 131-147.
  • Lee, H. C. (1998). Transformation of employment practices in Korean businesses. International Studies of Management and Organization, 28(4), 26-39.
  • Lee, M. B. & Johnson, N.B. (1998). Business environment, high-involvement management, and firm performance in Korea. Advances in Industrial and Labor Relations, 8, 67–87.
  • Lee, E. & Kim, S. (2006). Best practices and performance-based HR system in Korea. Seoul Journal of Business, 12(1), 3-17.
  • Lee, J. & Miller, D. (1999). People matter: Commitment to employees, strategy and performance in Korean firms. Strategic Management Journal, 20, 579–593.
  • Magoshi, E. & Chang, E. (2009). Diversity management and the effects on employees’ organizational commitment: Evidence from Japan and Korea. Journal of World Business, 44(1), 31-40.
  • Miles, L. (2008). The significance of cultural norms in the evolution of Korean HRM practices. International Journal of Law and Management, 50(1), 33-46.
  • Park, W-S. & Yu, G. (2000, 20 September). Transformation and new patterns of HRM in Korea. Unpublished Paper presented at the International conference on Transforming Korean Business and Management Culture, Michigan State University, USA.
  • Pucik, V. & Lim, J-C. (2001). Transforming human resource management in a Korean chaebol: A case study of chaebol. Asia Pacific Business Review, 7(4), 137-60.
  • Rowley, C. (1998). (ed.) HRM in the Asia Pacific region. London: Cass.
  • Rowley, C. (1997). Comparisons and perspectives on HRM in the Asia Pacific. Asia Pacific Business Review, 3(4), 1-18.
  • Rowley, C. & Bae, J. (2002). Globalization and transformation of human resource management in South Korea. International Journal of Human Resources Management, 13(3), 522–549.
  • Rowley, C. & Benson, J. (2002). Convergence and divergence in human resource management. California Management Review, 44(2), 90-109.
  • Rowley, C. & Benson, J. (2003). Changes in Asian HRM: Implications for theory and practice. Asia Pacific Business Review, 9(4), 186-195.
  • Rowley, C., Kang, H-R., & Yang, H-D. (2006). Factors in team effectiveness: cognitive and demographic similarities of software development team members. Human Relations, 59(12), 1681-1710.
  • Salmon, J. (2004). HRM in Japan. In Budhwar, P.S. (ed.), Managing Human Resources in Asia-Pacific, London: Routledge, 61-73.
  • Self, R., Self, R. D., Bell-Haynes, J. (2011). Intercultural human resource management: South Korea and the United States. International Journal of Management & Information Systems, 15(1), 41-48.
  • Siengthal, S., & Bechter, C. (2004). HRM in Thailand. In Budhwar, P.S. (ed.), Managing Human Resources in Asia-Pacific, London: Routledge, 141-172.
  • Strauss, A. (1987). Qualitative analysis for social scientists. Cambridge, England: Cambridge University Press.
  • Tak, J. & Lim, B. (2008). The differences in career-related variables between temporary and permanent employees in information technology companies in Korea. Journal of Career Development, 34(4), 423-437.
  • Taylor, R, Yong-Doo, C, & Jae-Hoon, H. (2001). Korean companies in China: Strategies in the localization of management. Asia Pacific Business Review, 7(4), 161-181.
  • Usugami, J. & Park, K. Y. (2006). Similarities and differences in employee motivation viewed by Korean and Japanese executives: Empirical study on employee motivation management of Japanese affiliated companies in Korea. International Journal of Human Resource Development, 17(2), 280-294.
  • Warner, M. (1997). China’s HRM in transition: Towards relative convergence? Asia Pacific Business Review, 3(4), 19-33.
  • Warner, M. (2000). Introduction: the Asia-Pacific HRM model revisited. International Journal of Human Resources Management, 11(2), 171-182.
  • Warner, M. (2002). Globalization, labour markets and human resources in Asia-Pacific economies: An Overview. International Journal of Human Resources Management, 13(3), 384-398.
  • Wu, P-C. (2004). HRM in Taiwan. In Budhwar, P. S. (ed.), Managing Human Resources in Asia-Pacific, London: Routledge, 93-112.
  • Yeung, A., Warner, M., & Rowley, C. (2008). Guest Editors’ Introduction growth and globalization: Evolution of human resource management practices in Asia. Human Resource Management, 47(1), 1-13.
  • Young, H. S., & Meek, C. B. (1998). The impact of culture on the management values and beliefs of Korean Firms. Journal of Comparative International Management, 1(1), 1-16.
  • Yu, G-C., Park, W-S., Kim, D. (2001, 3 November). Changing patterns of human resources management systems in Korea: Evidence from 1998-2000 panel data. Unpublished paper presented at The Korean Association of Personnel Administration International Conference, Seoul, Korea.
  • Zhu, Y. (2003). The post Asian financial crisis: Changes in HRM in Taiwanese enterprises. Asia Pacific Business Review, 9(4), 147-64.
  • Zhu, Y. (2004). Responding to the challenges of globalization: Human resource development in Japan. Journal of World Business, 39(4), 337-48.
  • Zhu, Y., & Warner, M. (2004). HRM in East Asia. In Harzing, A.W. and Ruysseveldt, J. V. (eds.) International human resource management, 2nd ed. London: Sage, 195-220.
  • Zhu, Y., Rowley, C., & Warner, M. (2007). Human resources management with Asian characteristics: A hybrid people management system in East Asia. International Journal of Human Resource Management, 18, 44-67.

‘Asya İK Uygulamaları’ndan Bahsedebilir miyiz? Farklı Asya Ülkelerinin İK Uygulamaları Hakkında Literatür İncelemesi

Yıl 2019, Cilt: 10 Sayı: 17, 1853 - 1874, 31.03.2019
https://doi.org/10.26466/opus.479399

Öz

Bu çalışma Asya ülkelerinin insan kaynakları
uygulamaları hakkındadır. Araştırmacılar uzun yıllar Asya ülkelerinin insan
kaynağının yönetilme sürecinde uyguladığı farklı yaklaşımlar üzerinde
çalışmıştır. Bu çalışmaları gözden geçirirken vurgulanması gereken önemli bir
nokta, Asya bölgesinin, aynı veya benzer özellikleri paylaşan ülkelerin toplamı
olarak kabul edilmemesi gerektiğidir. Her ülkenin kendi tarihsel arka planı ve
bağlamsal farklılıkları bulunmaktadır. Dolayısıyla, ülkelerin İK uygulamalarını
şekillendirirken benzer yaklaşımlar geliştirdiklerini varsaymak doğru olmaz.
Bağlamsal farklılıkların ülkelerin İK uygulamalarında farklı yaklaşımlar takip
etmelerine sebep olabileceği göz önünde bulundurulmalıdır. Bu makale, Çin,
Japonya, Tayvan, Tayland ve Kore'nin İK uygulamalarındaki geleneksel İK
yaklaşımlarını ve değişen İK eğilimlerini ele almaktadır. Değişen koşulların
(teknoloji, ekonomik reformlar, Asya finansal krizi, ulusal devletin sosyal ve
kültürel unsurları gibi) Asya ülkelerinin İK uygulamaları üzerinde önemli bir
etkisi olduğu ve bu uygulamaların zaman içinde değişmesine neden olduğu
görülmektedir. Yine de, her ülkenin makro düzeydeki değişikliklere yanıtı
farklı olmuştur. Bu çalışmada, ülkelerin aynı makro değişim süreçlerinden
geçmelerine rağmen, İK uygulamalarında bir yakınlaşma modeli yerine, ulusal
bağlamdaki farklılıklarının etkisiyle farklı yaklaşımlar geliştirdikleri öne
sürülmektedir. 

Kaynakça

  • Bae, J. (1997). Beyond seniority-based systems: A Paradigm shift in Korean HRM? Asia Pacific Business Review, 3(4), 82-110.
  • Bae, J. (2011). Self-fulfilling process at a global level: The evolution of HRM practices in Korea 1987- 2007. Management Learning, 1, 1-29.
  • Bae, J., & Lawler, J. (2000). Organizational and HRM strategies in Korea: Impact on firm performance in an emerging economy. Academy of Management Journal, 43(3), 502–17.
  • Bae, J., & Rowley, C. (2001). The impact of globalization on HRM: The case of South Korea. Journal of World Business, 36, 402–28.
  • Bae, J., & Rowley, C. (2004). Human resource management in South Korea after the Asian financial crisis: Emerging patterns from the labyrinth. International Studies of Management & Organization, 34(1), 52-82.
  • Bae, J., & Yu, G. C. (2005). HRM Configurations in Korean venture firms: Resource availability, institutional force and strategic choice. International Journal of Human Resources Management, 16(9), 1759-1782.
  • Bae, J., Chen, S., Wan, T., Lawler, J. J., & Walumbwa, F. O. (2003). Human resource strategy and firm performance in pacific rim countries. The International Journal of Human Resource Management, 14(8), 1308-1332.
  • Benson, J., & Debroux, P. (2003). Flexible labor markets and individualized employment: The beginnings of a new Japanese HRM system? Asia Pacific Business Review , 9(4), 55-75.
  • Budhwar P. S, & Sparrow, P. R. (2002). An integrative framework for understanding cross-national human resource management practices. Human Resource Management Review,12(3), 377–403.
  • Budhwar, P. S. (2004). HRM in the Asia-Pacific context. In Budhwar, P. S. (ed.), Managing Human Resources in Asia-Pacific, London: Routledge, 1-16.
  • Chan, A. (1996, November 3). Boot camp at the shoo factory: Where taiwanese bosses drill chinese workers to make sneakers for American joggers. Washington Post, 1-4.
  • Chang, E. (2003). Composite effects of extrinsic motivation on work effort: Case of Korean employees. Journal of World Business 38, 70-79.
  • Chang, E. (2006). Individual pay for performance and commitment HR practices in South Korea. Journal of World Business, 41, 368-381.
  • Chen, M. (1995). Asian management systems: Chinese, Japanese, and Korean styles of business. New York: Routledge.
  • Cho, J., & Keum, J. (2004). Job instability in the Korean labour market: Estimating the effects of the 1997 financial crisis. International Labour Review, 143(4), 373-392.
  • Cho, Y-H., & Yoon, J. (2001). The origin and function of dynamic collectivism: An analysis of Korean corporate culture. Asia Pacific Business Review, 7(4), 70-88.
  • Choi, J. (2004). Transformation of Korean HRM based on confucian values. Seoul Journal of Business 10(1), 1-26.
  • Cooke, F. (2004). Foreign firms in China: Modelling HRM in a toy manufacturing corporation. Human Resources Management Journal, 14(3), 31-52.
  • Dastmalchian, A., Lee, S., & Ng, I. (2000). The interplay between organizational and national cultures: A comparison of organizational practices in Canada and South Korea using the competing values framework. The International Journal of Human Resource Management, 11(2), 388-412.
  • Frenkel, S. J. & Lee, B-H. (2010). Do high performance work practices work in South Korea? Industrial Relations Journal, 41(5), 479-504.
  • Gibbs, G. (2007). Analyzing qualitative data. London: Sage.
  • Hofstede, G. (1980). Cultures consequences: International differences in work-related values. Beverly Hills, CA: Sage.
  • Hofstede, G. (1998). Organizational culture. In M. Poole and M. Warner (eds.) IEBM Handbook of HRM, London: International Thomson Press, 237-55.
  • Kang, H-R. & Rowley, C. (2005). Women in management in South Korea: advancement or retrenchment? Asia Pacific Business Review, 11(2), 213-231.
  • Kim, D. & Bae, J. (2004). Employment relations and HRM in South Korea. Burlington, Ashgate.
  • Kim, H., Kwon, D-B., & Pyun, C. (2008). Korean corporate HRD in transition: Issues and CHALLENGES. Human Resource Development International, 11(1), 81-89.
  • Kim, D. & Kim, S. (2003). Globalization, financial crisis, and industrial relations: The case of South Korea. Industrial Relations, 42(3), 341-367.
  • Kim, D. & Park, S. (1997). Changing pattern of pay systems in Japan and Korea: From seniority to performance. International Journal of Employment Studies, 5(2), 117-34.
  • Kim, D., Bae, J. & Lee, C. (2000). Globalization and labour rights: The case of Korea. Asia Pacific Business Review, 6(3), 133-153.
  • Kim, Y. & Park, S. (1998). An empirical study on the relationships between cultural type, strength and organizational performance in Korean firms. Korean Journal of Management, 6(2), 195-238.
  • Koch, M., Nam, S.H. & Steers, R. (1995). Human resource management in South Korea. In Moore, L. and Jennings, P. D. (eds) Human Resource Management in the Pacific Rim: Institutions, Practices, and Attitudes. Berlin: de Gruyter, 217- 42.
  • Kwon, S., Kim, M. S., Kang, S.-C. & Kim, M. U. (2008). Employee reactions to gainsharing under seniority pay systems: The mediating effect of distributive, procedural, and interactional justice. Human Resources Management, 47(4), 757–775.
  • Lansbury, R. D., Hokwon, S., & Suh, C-S. (2006). Globalization and employment relations in the Korean auto industry: the case of the Hyundai motor company in Korea, Canada and India. Asia Pacific Business Review, 12(2), 131-147.
  • Lee, H. C. (1998). Transformation of employment practices in Korean businesses. International Studies of Management and Organization, 28(4), 26-39.
  • Lee, M. B. & Johnson, N.B. (1998). Business environment, high-involvement management, and firm performance in Korea. Advances in Industrial and Labor Relations, 8, 67–87.
  • Lee, E. & Kim, S. (2006). Best practices and performance-based HR system in Korea. Seoul Journal of Business, 12(1), 3-17.
  • Lee, J. & Miller, D. (1999). People matter: Commitment to employees, strategy and performance in Korean firms. Strategic Management Journal, 20, 579–593.
  • Magoshi, E. & Chang, E. (2009). Diversity management and the effects on employees’ organizational commitment: Evidence from Japan and Korea. Journal of World Business, 44(1), 31-40.
  • Miles, L. (2008). The significance of cultural norms in the evolution of Korean HRM practices. International Journal of Law and Management, 50(1), 33-46.
  • Park, W-S. & Yu, G. (2000, 20 September). Transformation and new patterns of HRM in Korea. Unpublished Paper presented at the International conference on Transforming Korean Business and Management Culture, Michigan State University, USA.
  • Pucik, V. & Lim, J-C. (2001). Transforming human resource management in a Korean chaebol: A case study of chaebol. Asia Pacific Business Review, 7(4), 137-60.
  • Rowley, C. (1998). (ed.) HRM in the Asia Pacific region. London: Cass.
  • Rowley, C. (1997). Comparisons and perspectives on HRM in the Asia Pacific. Asia Pacific Business Review, 3(4), 1-18.
  • Rowley, C. & Bae, J. (2002). Globalization and transformation of human resource management in South Korea. International Journal of Human Resources Management, 13(3), 522–549.
  • Rowley, C. & Benson, J. (2002). Convergence and divergence in human resource management. California Management Review, 44(2), 90-109.
  • Rowley, C. & Benson, J. (2003). Changes in Asian HRM: Implications for theory and practice. Asia Pacific Business Review, 9(4), 186-195.
  • Rowley, C., Kang, H-R., & Yang, H-D. (2006). Factors in team effectiveness: cognitive and demographic similarities of software development team members. Human Relations, 59(12), 1681-1710.
  • Salmon, J. (2004). HRM in Japan. In Budhwar, P.S. (ed.), Managing Human Resources in Asia-Pacific, London: Routledge, 61-73.
  • Self, R., Self, R. D., Bell-Haynes, J. (2011). Intercultural human resource management: South Korea and the United States. International Journal of Management & Information Systems, 15(1), 41-48.
  • Siengthal, S., & Bechter, C. (2004). HRM in Thailand. In Budhwar, P.S. (ed.), Managing Human Resources in Asia-Pacific, London: Routledge, 141-172.
  • Strauss, A. (1987). Qualitative analysis for social scientists. Cambridge, England: Cambridge University Press.
  • Tak, J. & Lim, B. (2008). The differences in career-related variables between temporary and permanent employees in information technology companies in Korea. Journal of Career Development, 34(4), 423-437.
  • Taylor, R, Yong-Doo, C, & Jae-Hoon, H. (2001). Korean companies in China: Strategies in the localization of management. Asia Pacific Business Review, 7(4), 161-181.
  • Usugami, J. & Park, K. Y. (2006). Similarities and differences in employee motivation viewed by Korean and Japanese executives: Empirical study on employee motivation management of Japanese affiliated companies in Korea. International Journal of Human Resource Development, 17(2), 280-294.
  • Warner, M. (1997). China’s HRM in transition: Towards relative convergence? Asia Pacific Business Review, 3(4), 19-33.
  • Warner, M. (2000). Introduction: the Asia-Pacific HRM model revisited. International Journal of Human Resources Management, 11(2), 171-182.
  • Warner, M. (2002). Globalization, labour markets and human resources in Asia-Pacific economies: An Overview. International Journal of Human Resources Management, 13(3), 384-398.
  • Wu, P-C. (2004). HRM in Taiwan. In Budhwar, P. S. (ed.), Managing Human Resources in Asia-Pacific, London: Routledge, 93-112.
  • Yeung, A., Warner, M., & Rowley, C. (2008). Guest Editors’ Introduction growth and globalization: Evolution of human resource management practices in Asia. Human Resource Management, 47(1), 1-13.
  • Young, H. S., & Meek, C. B. (1998). The impact of culture on the management values and beliefs of Korean Firms. Journal of Comparative International Management, 1(1), 1-16.
  • Yu, G-C., Park, W-S., Kim, D. (2001, 3 November). Changing patterns of human resources management systems in Korea: Evidence from 1998-2000 panel data. Unpublished paper presented at The Korean Association of Personnel Administration International Conference, Seoul, Korea.
  • Zhu, Y. (2003). The post Asian financial crisis: Changes in HRM in Taiwanese enterprises. Asia Pacific Business Review, 9(4), 147-64.
  • Zhu, Y. (2004). Responding to the challenges of globalization: Human resource development in Japan. Journal of World Business, 39(4), 337-48.
  • Zhu, Y., & Warner, M. (2004). HRM in East Asia. In Harzing, A.W. and Ruysseveldt, J. V. (eds.) International human resource management, 2nd ed. London: Sage, 195-220.
  • Zhu, Y., Rowley, C., & Warner, M. (2007). Human resources management with Asian characteristics: A hybrid people management system in East Asia. International Journal of Human Resource Management, 18, 44-67.
Toplam 65 adet kaynakça vardır.

Ayrıntılar

Birincil Dil İngilizce
Bölüm Makaleler
Yazarlar

Vildan Taşlı 0000-0001-7629-6774

Yayımlanma Tarihi 31 Mart 2019
Kabul Tarihi 24 Ocak 2019
Yayımlandığı Sayı Yıl 2019 Cilt: 10 Sayı: 17

Kaynak Göster

APA Taşlı, V. (2019). Can We Still Talk About ‘Asian’ HRM Practices? An Exploratory Analysis of HRM Practices in Different Asian Countries. OPUS International Journal of Society Researches, 10(17), 1853-1874. https://doi.org/10.26466/opus.479399