Asia Pacific Journal of Human Resources

Cover image for Vol. 54 Issue 2

Editors Timothy Bartram and Fang Lee Cooke

Impact Factor: 1.1

ISI Journal Citation Reports © Ranking: 2014: 7/27 (Industrial Relations & Labor); 102/185 (Management)

Online ISSN: 1744-7941

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Recently Published Articles

  1. Moving from the developing to the developed: compensation disparities of Chinese expatriates

    Kathy Ning Shen and Xuanli Xie

    Article first published online: 20 APR 2016 | DOI: 10.1111/1744-7941.12113

    Key points

    1. This research examines Chinese expatriates working in Chinese multinational companies (MNC) subsidiaries in the United Arab Emirates, who receive less pay than locals/self-initiated expatriates from the host country.
    2. Three salient social referents are used by Chinese expatriates to assess distributive justice, i.e. employees working in mainland China, locals/self-initiated expatriates from the host country, and employees working in developed country multinational companies in the host country.
    3. Compensation disparity vis-à-vis employees working in mainland China and in international multinational companies has a significant effect on perceived distributive justice regarding respective referents.
    4. Equity and non-monetary rewards are stable influential factors for perceived distributive justice, besides compensation disparity; however, compensation disparity is not used when it comes to assessing perceived distributive justice compared to locals in the host country.
    5. Only equity and non-monetary rewards have significant effects on expatriation satisfaction, not perceived distributive justice.
  2. The employability of newcomer self-initiated expatriates in China: an employers' perspective

    Paula Makkonen

    Article first published online: 4 APR 2016 | DOI: 10.1111/1744-7941.12112

    Key points

    1. The employability of newcomer SIEs is perceived as very low and the group is seen as offering a weak staffing alternative in China.
    2. Both organisational and contextual drivers define the value of the person-related factors that contribute to employability, and whether those attributes enhance or diminish the value of an employee.
    3. Some core characteristics associated with SIEs such as their high mobility, temporary employment status, protean attitude, and their individualistic approach to performing a job seem to diminish their employability.
  3. Editors’ note (pages 145–147)

    Timothy Bartram and Fang Lee Cooke

    Article first published online: 3 APR 2016 | DOI: 10.1111/1744-7941.12109

  4. Devolving authority: the impact of giving public schools power to hire staff

    Mihajla Gavin and Susan McGrath-Champ

    Article first published online: 1 APR 2016 | DOI: 10.1111/1744-7941.12110

    Key points

    1. Devolution allows school principals to augment staffing composition and deliver greater decision-making authority.
    2. Devolution affords principals greater power to hire teacher-specialists to cater to local needs.
    3. Devolutionary reforms affect ‘hard-to-staff’ schools in differential and geographically diverse ways.
  5. The impact of coaching orientation on subordinate performance: the moderating effects of implicit person theory and LMX

    Wen-Jeng Lin, Chun-Yu Lin and Yu-Hsuan Chang

    Article first published online: 22 FEB 2016 | DOI: 10.1111/1744-7941.12107

    Key points

    1. Promotion-oriented coaching was positively correlated with subordinate performance, and promotion-oriented coaching relative to prevention-oriented coaching had a higher effect on subordinate performance.
    2. The better regulatory fit of individuals with incremental beliefs relative to those with entity beliefs had an additive effect on coachees’ positive performance.
    3. The subordinates in higher quality LMX relationships had better performance following a promotion-oriented coaching.
    4. LMX had a main effect on the subordinate performance following prevention-oriented coaching, which implies a compensatory effect between a high-quality LMX relationship and a prevention coaching orientation.

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