Index
absenteeism, 46–7
Act on Promotion of Worker Participation and Co-operation, 318
administrative expert, 27
advertising, 68–9
Advisory, Conciliation and Arbitration Service (ACAS), 254
All China Federation of Trade Unions (ACFTU), 289
allowance for attraction, 121
area allowance, 120–1
hazardous, difficult and dangerous allowance, 121
mobile allowance, 121
responsibility allowance, 121
special allowance, 121
ancillary position, 282
‘Anglo-Saxonisation’, 345
apprenticeships, 183
arbitration, 255–6
labour dispute arbitration in China, 258–62
Asian traditional practices vs Western best practices, 338
autonomous position, 282
autonomous work groups, 315
Bahrain, 389–90
questions and perspectives, 142
behavioural observation scales (BOS), 208–9
behaviourally anchored rating scales (BARS), 207–8
benchmarking, 16
blended learning, 164–5
bonuses, 121–4
‘borderless world’, theory of, 342
broadbanding, 132
Business Partnering, 27–8
model, 28
cafeteria benefits, 125
Central Arbitration Committee (CAC), 254
change agent, 27
collectively owned enterprises (COE), 260
employee development See training
Unions (ACFTU), 289
Chinese Labour Law (1994), 260
labour dispute arbitration, 258–62
job mobility, 96–8
performance management, 216–18
basis of rewards, 148
trade unions See employee relations
‘classic trio’ of methods, 37
collective bargaining agreement (CBA), 306
Collective Labour Agreements, 295
collectively owned enterprises (COE), 260
collectivism, 271–2
comparative institutionalism theory, 343
competency-based training, 210
computer-based teaching, 183
conceptual skills, 172
Conciliation Act 1896, 254
Congress of Unions of Employees in Public and Civil Services (CUEPACS), 285
contingent perspective, 16
Contract Labour Act, 301
corporatism, 272–3
‘cyber agencies’, 66
‘demographic time bomb’, 48
differential transit phase, 46
Director General of Trade Unions (DGTU), 283
distance learning, 183
Domei (Japanese Confederation of Labour), 275
E-learning, 164
E-recruitment, 66–8
employee attitude surveys, 313
employee champion, 27
Asian ways of learning and developing, 159–69
case study, 167–9
training types in Vietnam, 160–6
factors shaping provision and effectiveness, 175–7
management development, 171–4
performance appraisal, 204–39
international comparisons, 215–39
methods and techniques, 204–11
potential problems, 212–15
training, 170–1
training, 177–85
evaluation, 185–9
training, 190–203
possible uses, 170
in practice, 189–90
tensions, 170–1
uses, 170
variety in provision, 203
dimensions, 309
forms, 310–18
communication, 311–14
financial arrangements, 317
framework, 309
important elements of success and failure, 317
international variations, 318
one-way communication, 311–12
team briefing, 311–12
reasons for interest, 308
success, 317
task and work groups, 314–17
autonomous work groups, 315
empowerment, 316–17
quality circles, 315–16
team working, 316
two-way communication, 312–14
employee attitude surveys, 313
open-door programmes, 312
sensing groups, 313
programmes, 312
suggestion schemes, 313–14
task forces, 313
‘walking the floor’, 312–13
concept of a ‘system’, 265–6
context, 266
rules, 265
definitions, 264
dispute resolution processes, 253–7
arbitration, 255–6
issues for management, 256–7
processes and features, 254
varied intervention types, 254–5
employee involvement, 307–18
frames of reference, 269–71
pluralist perspective, 270–1
radical view, 271
unitarist perspective, 270
future, 307
governmental approaches, 274
India, 296–302
individualism vs collectivism, 271–4
corporatism, 272–3
government approaches, 273–4
individualism/neo-laissez faire, 273
liberal collectivism, 272
liberal individualism/laissez faire, 272
social democratic individualism, 273
partnership, 274–307
Philippines, 302–7
industrial relations and unionisation, 305–6
minimum wages, 303–4
employment termination, 304–5
strategic choice, 266–9
goals and expectations, 268
industrial relations, 267
levels, 267–8
options and choice, 268
strategic decision making, levels, 269
system, 249
Vietnam, 291–6
communist unions vs capitalist unions, 292
European comparisons, 95–6
factors influencing companies’ recruitment and selection strategies in Vietnam, 51–5
globalisation and employment, 50–1
human resource planning, 37–9
activities, 39–41
China, 38–9
influencing factors, 47–9
methods and data, 41–7
practice, 49–55
job mobility in China, 96–8
methods, 77–95
recruitment and selection, 55–6
China, 98–101
practice, 95–103
selection, 77
sources and methods, 61–76
stages, 57–61
systematic approach, 57
Vietnam, 101–3
advantages and disadvantages of different systems, 142
China, basis of rewards, 148
determinants, 126–34
HR individual characteristics, 129
job characteristics, 130
job evaluation, 130–5
labour market characteristics, 129–30
difficulties with performancerelated pay (PRP), 140–2
elements, 119
integration in rewards, 117–18
schemes, 136–40
performance-related rewards, 135–6
performance-based systems, 136
time-based systems, 135
relevance and importance for HRM, 114–16
rewards and integration, 117–18
rewards in practice, 143–52
international variations in rewards, 147
strategic employee rewards, 143–5
top management pay, 145–6
use of PRP by HR level, 146
use of PRP by organisations, 147
types, 118–26
extrinsic rewards, 119
intrinsic rewards, 119
levels, 126
rewards package, 120–5
variations in use of types of reward, 146
Vietnam, reward systems, 148–50
Employees Provident Fund Board, 283
employment tests, 86–9
ability tests, 87
assessment centres, 87–9
disadvantages, 88
occupational personality psychometric tests, 87
problems with using tests in Asia, 89
environmental scanning, 35
employee resourcing comparisons, 95–6
exchange relationship, 264
executive search consultants, 76
expectancy theory, 337
Export Processing Zones (EPZ), 300
extrinsic rewards, 119
face-to-face training, 183
facilitation payment, 122
programmes, 312
model, 24
criticisms, 25
flexible management, 28–9
‘flip-flop’ effect, 255
Foreign Investment Law, 74
fringe turnover index, 45–6
gainsharing, 139
Germany training, 191
globalisation, 342
and employment, 50–1
‘going market rate’, 130
‘golden parachute’, 65
Government Organisation for Technical and Vocational Training (GOTEVOT), 202
Gulf Co-operation Council (GCC), 113
training, 202–3
Training (GOTEVOT), 202
halo effect, 235
handshake diplomacy, 259
‘hard’ salary, 149
Harvard framework, 18
training, 193–4
HR information system (HRIS), 42
best practices in Asia, 332–41
application, 335–8
comparison, 339–41
theory, 333–5
comparisons, 348–51
HRM in other countries, 351
reasons for differences in HRM, 350
usefulness of comparative views, 349
constraints on the development, 330
context, 20–9
business strategy, 20
departments, 26
flexible management for flexible firms, 28–9
managers, 26–8
context, development and scope, 1–33
cycle, 19
description, 7–11
contemporary issues, 8–9
development, 9–12
administrative tradition, 11
HR development tradition, 11–12
negotiating tradition, 11
welfare tradition, 9–11
environments, 21–6
flexible firm, 24–6
labour markets, 21–3
future of HRM, 351–3
decline and continuity of HRM, 353
HRM as a function, 352
HRM as a subject, 351
impacts on HRM as a function, 352
Harvard framework, 18
key points, 328–48
conflicts, 329
difference, 328–9
dynamism, 330–1
opportunities and constraints, 329
reasons, 329–30
overview and integration, 29
rhetoric and reality, 12–15
scope, 29–31
employee development, 30–1
employee relations, 31
employee resourcing, 30
employee rewards, 30
strategic role, 17–20
PM vs HRM, 18
tensions, 15–17
illustration, 17
integration vs independence, 16–17
simplicity vs complexity, 17
perspectives, 15–16
tensions in perspective, 327
transferring policies and practices, 341–8
business systems, 343–6
types of HR manager, 27
universal or specific solutions, 331–2
contingency, 331–2
universalism, 331
activities, 39–41
action and assessment, 40–1
forecasting demand for HR, 39
forecasting supply of HR, 39–40
data, 40
influencing factors, 47–9
environment, 47–9
flexible response, 49
organisation, 47
key statistics, 43–6
fringe turnover index, 45–6
labour turnover, 43–4
problems with labour turnover rates, 45
stability index, 45
methods and data, 41–7
absenteeism, 46–7
early patterns of wastage, 46
software, 42
modelling techniques, 43
work study, 42
model, 41
practice, 49–55
strategies in Vietnam, 51–5
globalisation and employment, 50–1
human skills, 172
‘hybridisation’, 345
in-service training, 196
employee relations, 296–302
Contract Labour Act, 301
Export Processing Zones (EPZ), 300
Shops and Establishment Acts, 300–1
Trade Union Act 1926, 296
skill shortages, 200–2
individualism, 271
induction crisis, 46
Industrial Advisory Board, 254
industrial democracy, 319
Industrial Relations Court, 254
industrial relations (IR), 247
Industrial Tribunal, 297–8
interactive teaching, 183
advantages and disadvantages, 23
characteristics, 23
organisational ILM, 22
international compensation systems, 151–2
interviews, 78–86
biases, 85–6
conducting interviews, 80–1
group, 80
guide to conducting interviews, 82
individual and panel, 80
mixed, 79
recommended pattern, 82
structured, 79
telephone, video conferencing and e-mail instant messaging, 80
unstructured, 78–9
use of questions and statements, 83–4
intrinsic rewards, 119
‘iron wage’, 288
Domei (Japanese Confederation of Labour), 275
Sohyo (General Council of Trade Unions of Japan), 275
Zenrokyo, 275
Zenroren, 275
job analysis, 58–60
expert panels, 60
interviews, 59
methods, 58
questionnaires, 59
time and motion studies, 58
work diaries, 59
job bidding, 62
job description, 60
job evaluation, 130–5
grading, 131–2
points rating, 132
problems, 133
ranking, 131
using different job factors, 134
job mobility, 96–8
job rotation, 183
labour arbitration committees (LAC), 261
Labour Arbitration Council, 263
Labour Code (1994), 101–2
Labour Conciliation Council, 263
labour dispute, 249–50
arbitration in China, 258–62
market economy, 258–9
system development, 260–2
resolving in Vietnam, 262–3
Labour Dispute Arbitration Committee (LDAC), 260
Labour-Management Council Act, 318
Labour-Management Council (LMC), 318
labour markets, 21–3
Labour Standard Law (LSL), 275
labour strikes, 262–3
labour turnover, 43–5
labour unions, 289
laissez faire, 272
Law for Dispatch, 275
Law on Social Insurance, 128
‘learning tree’, 163
Lebanon, 49
liberal collectivism, 272
liberal individualism See laissez faire
life cycle models, 20
lifetime employment, 339
line managers, 335
madogiwazoku, 114
employee development, 210
trade unions, 282–6
Congress of Unions of Employees in Public and Civil Services (CUEPACS), 285
Director General of Trade Unions (DGTU), 283
Employees Provident Fund Board, 283
National Labour Advisory Council (NLAC), 283
services of unions, 284–6
Societies Act (1966), 283
union types and structure, 282–4
management by objectives (MBO), 210
Management Charter Initiative and Investors in People, 210
management development, 171–4
factors shaping provision and effectiveness, 175
levels of maturity, 176
models and techniques, 173
types and evolution of managerial skills and development requirements, 172
Management Position Description Questionnaire, 59
mediation, 255
mentoring, 164
meritocratic, 192
multi-employer bargaining, 284
multinational corporation (MNC), 52–3
balanced scorecard example, 229
Vietnam, 123–4
Vietnam, 228–39
measuring performance, 231–4
planning for future performance, 237
providing feedback, 235–7
setting performance objectives, 228–31
performance rating distribution system applications, 233
recruitment strategies, 73–6
reward systems, 149–50
selection strategies, 92–5
training and development, 199
training programmes, 163–6
NASSCOM, 201
NASSCOM Assessment of Competence (NAC), 201
National Labour Advisory Council (NLAC), 283
National Union of Bank Employees (NUBE), 284–5
National Vocational Qualifications (NVQ), 158
National Wage and Productivity Commission (NWPC), 303–4
neo-laissez faire, 273
nepotism, 103
‘New IR’, 274
Oman, 389–90
on-the-job training, 160–1
China, 193
Germany, 191
‘one big pot’, 147
one-way communication, 311–12
open-door programmes, 312
participation, 310
partnership, 274–307
pendulum arbitration, 256
performance appraisal, 204–39
international comparisons, 215–39
methods and techniques, 204–11
360-degree appraisal, 210
behavioural observation scales, 208–9
behaviourally anchored rating scales, 207–8
checklists, 205
comment boxes, 205
critical incidents, 207
forced distribution, 206
interviews, 211
management by objectives, 210
peer, 209
ranking, 205
rating scales, 206
self-appraisal, 210
subordinate, 210
work standards, 205
potential problems, 212–15
biases, 212
problems with method, 212–13
in professions, 214
performance management and assessment (PMA), 210–11
China, 216–18
Vietnam, 219–38
performance-related pay (PRP), 136
difficulties, 140–2
factors to be considered, 140
line of sight model, 141
scheme, 136–40
employee involvement, 139–40
instant or spot bonuses, 139
payment by results, 137
performance bonuses, 138
profit sharing, 139
skills-based, 138
stock options, 139
use by organisations, 147
PEST analysis See political, economic, social, technology factors analysis
employee development, 160
employee relations, 302–7
unionisation, 305–6
minimum wages, 303–4
employment termination, 304–5
political training, 197
Position Analysis Questionnaire, 59
privately-owned enterprises (POE), 260
professional ethos, 214
professionalisation, 214
profit sharing, 317
programmed leaning, 183
promotion, 62
advertising, 68–9
external methods, 63–8
advantages and disadvantages, 69
agencies, 64
educational institutions, 65
E-recruitment, 66–8
foreign workers, 65–6
referrals, 63–4
retirees, 65
internal methods, 62–3
advantages and disadvantages, 69
employee recommendations and contacts, 63
job bidding, 62
promotion, 62
unsolicited applications, 62–3
and selection, 55–6
practice, 95–103
selection, 77
sources and methods, 61–76
systematic approach, 57
in MNCs, 73–6
in SOEs, 70–3
stages, 57–61
categories of personal attributes, 61
job analysis, 58–60
job description, 60
person specification, 60–1
recruitment consultant, 76
Rengo, 275–6
issues and problems, 124–5
responses, 125
Vietnam, 120–4
factors influencing the reward system, 127–9
Richer Sounds, 143–4
Richer, J., 143
Richer Way League, 144
and Taylorism, 58
selection, 77
methods, 77–95
application forms, 77
employment tests, 86–9
interviews, 78–86
references, 77–8
Vietnam, 89–95
sensing groups, 313
settled connection stage, 46
share ownership, 317
Shops and Establishment Acts, 300–1
simplification, 274
employee relations, 267
performance appraisal, 216
single table bargaining, 274
single union recognition, 274
Sixth Central Pay Commission, 150–1
SMART objectives, 230
social democratic individualism, 273
Societies Act (1966), 283
‘soft’ salary, 149
Software Technology Parks (STP), 300
Unions of Japan), 275
inmaek, 312
labour management councils, 318
Participation and Co-operation, 318
Labour-Management Council Act, 318
Labour-Management Council (LMC), 318
trade unions, 276–81
strategies, 279–81
Korea Employers Federation (KEF), 281
Korean Association of Industrial Organisations (1989), 281
union types and structure, 276–9
Korea Trade Union Congress (KTUC), 276–7
Korean Confederation of Trade Unions (KCTU), 277–9
Korean Council of Trade Union Representatives (KCTUR), 276–7
‘speak-out/up’, 312
specialised training, 196
stability index, 45
state-owned enterprise (SOE), 260
hierarchical process after Doi Moi, 224–5
under centrally planned economy, 219–21
other sources of remuneration, 120–3
under centrally planned economy, 219–22
Doi Moi, 222–8
measuring performance, 224–7
monitoring performance, 223–4
planning for future performance, 227–8
providing feedback, 227
setting performance objectives, 222–3
recruitment, 70–3
reward systems, 148–9
selection strategies, 90–2
training and development, 196–7
training programmes, 160–3
‘strategic choice’, 266–9
goals and expectations, 268
industrial relations, 267
levels, 267–8
functional, 267
strategic, 267
workplace, 268
levels of strategic decision making, 269
options and choice, 268
strategic employee rewards, 143–5
case study, 143–4
strategic partner, 27
suggestion schemes, 313–14
benefits and problems, 314
supplementary studies, 196
surrogate position, 282
task forces, 313
team briefing, 311–12
benefits and problems, 312
team working, 316
technical skills, 171–2
theory of ‘borderless world’, 342
‘Three Stage Theory’ of wastage, 46
top management pay, 145–6
Total Quality Management (TQM), 316
Trade Union Act 1926, 296
Trade Union Act 1953, 277
Trade Union Act 1959, 282
Trade Union Constitution 1993, 293–4
India, 296–302
Japan, 275–6
Malaysia, 282–6
services of unions, 284–6
Trade Union Act 1959, 282
union types and structure, 282–4
South Korea, 276
strategies, 279–81
Trade Union Act 1953, 277
union types and structure, 276–9
training, 170–1
cycle, 179
designing programmes and delivery, 181–2
delivery methods, 182
determining and locating training, 177–85
sources of training needs, 180
training needs analysis, 179–81
evaluation, 185–9
Hamblin method, 187
Hamblin’s levels, 187–8
impact of training, 188
issues and problems, 185–6
methods and difficulties, 186
possible routes, 187–9
whole system, 189
implementation and methods, 183–4
off-the-job training, 183
advantages and disadvantages, 184
on-the-job training, 183
advantages and disadvantages, 184
implications for different types of provision, 203
international comparisons, 190–203
China, 192–3
Germany, 191
Gulf Co-operation Council, 202–3
Hong Kong, 193–4
India, 200–2
Japan, 191–2
Vietnam, 194–9
possible uses, 170
in practice, 189–90
system, 178
tensions, 170–1
trainers, 184–5
uses, 170
variety in provision, 203
two-way communication, 312–14
‘two-way selection’, 100
Upgrading Technical Skills Examinations, 161
employee relations, 291–6
Collective Labour Agreements, 295
communist unions vs capitalist unions, 292
Trade Union Constitution 1993, 293–4
Labour Arbitration Council, 263
performance management, 219–38
in MNCs, 228–39
quan he, 62
recruitment and selection, 101–3
factors influencing recruitment and selection strategies, 51–5
legislative environment, 52–3
unbalanced labour market, 53–5
in MNCs, 73–6
direct recruitment, 74–5
employment agencies, 75–6
internal transfer and promotion, 73
joint venture partners, 73–4
in SOEs, 70–3
advertisement, 72–3
promotion, 72
personal networks, 71–2
recruitment strategies, 70–6
reward systems, 148–50
systems, 127–9
in MNCs, 149–50
MNCs, 123–4
allowances and benefits, 123
bonuses, 123–4
in SOEs, 148–9
SOEs, 120–3
allowances, 120–1
benefits, 121
bonuses, 121–2
unofficial income, 122–3
rewards package, 120–4
selection strategies, 89–95
in MNCs, 92–5
in SOEs, 90–2
training, 194–9
extent and nature, 197–8
influencing factors, 194–6
Examinations, 161
in MNCs, 199
in SOEs, 196–99
training programmes, 160–6
in MNCs, 163–6
blended learning, 164
in SOEs, 160–3
Vietnamese General Confederation of Labour (VGCL), 291
vocational and technical education and training (VOTECH), 194
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