The Handbook of Human Resource Management Policies and Practices in
                Asia-Pacific Economies
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The Handbook of Human Resource Management Policies and Practices in Asia-Pacific Economies

Volume 1

  • New Horizons in Management series Elgar original reference

Edited by Michael Zanko

The aim of the Handbook and its systematically codified economy human resource management (HRM) profiles is to improve knowledge and understanding of HRM policy and practices in the Asia-Pacific region.
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Chapter 2: The Implications of Supra-national Regionalism for Human Resource Management in the Asia-Pacific Region

Michael Zanko and Matt Ngui

Extract

2. The Implications of Supra-national Regionalism for Human Resource Management in the Asia-Pacific Region Michael Zanko and Matt Ngui INTRODUCTION Over the last 20 years or so, growth in the perceived relevance of effective human resource management (HRM) as a source of sustainable competitive advantage and employment creation bas continued unabated. A number of significant and valuable advances have taken place in the field during this time. Prominent among these, and pertinent to the following analysis in this chapter, is the broadening of perspectives taken on HRM. There has been a pronounced shift in the perception (and treatment) of HRM as inward-looking and managerially deterministic , to onc that increasingly recognizes the interdependence and interpenetration of organizational HRM with external and, typically. national institutional and culrural environments (for example Mabey, Salaman and Storey. 1998; Pfeffer, 1998; Tayeb, 1995). The incorporation of strategic management issues into HRM conceptualization has played asignificant role in this respect (Boxatl, 1996). Another significant advance in HRM has been the rapid growth in international and comparative studies, detennined in no small part by the increasing globalization ofbusioess and trade liberalization (Haning and Van Ruysseveldt, 1995; Haworth and Hughes, 2000; Hickson and Pugh, 1995). This global dctcnninism has led to a focus on a wide range ofHRM issues in multinational enterprises associated with securing internal consistency as well as external international and national fits (Bartlett and Ghosbal, 1989; Brewster and Harris, 1999; Dowling, Welch and Schuler, 1999). With the above focus on three levels ofHRM detenninants (organizational, national...

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