Asia Pacific Journal of Human Resources
© The Australian Human Resources Institute
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
Recently Published Articles
- Supporting workers with disabilities: a scoping review of the role of human resource management in contemporary organisations
Jillian Cavanagh, Timothy Bartram, Hannah Meacham, Christine Bigby, Jodi Oakman and Ellie Fossey
Version of Record online: 17 MAY 2016 | DOI: 10.1111/1744-7941.12111
- This paper presents a scoping review of human resource management (HRM) and disability literature to inform management practice and research on workers with disability.
- The paper identifies literature on physical, mental health and intellectual disability.
- The scoping review identifies management and employer knowledge and support, discrimination and attitudes towards the employment of workers with disabilities, and their performance and employment outcomes.
- Trainee versus supervisor assessment of training transfer: mediational analysis of transfer variables
Yoonhee Park, Doo Hun Lim and Joohee Chang
Version of Record online: 6 MAY 2016 | DOI: 10.1111/1744-7941.12116
- As content relevance of a training program is a critical factor for sustained training transfer, instructional designers should develop training programs that precisely reflect the trainees’ task requirements.
- As training transfer is a multiphasic process that includes many factors interacting simultaneously, any training transfer effort would be augmented through transfer strategies address the obstacles and promotional factors.
- During the training transfer process supervisory support should be carefully controlled to reduce its negative effect on training transfer.
- Stronger may not be better: organizational identity strength and performance of Indian SMEs
Safal Batra and Supriya Sharma
Version of Record online: 5 MAY 2016 | DOI: 10.1111/1744-7941.12114
- Small businesses often need to redefine their sense of identity in order to appropriately address changes in the environment and seize new opportunities. Thus, organizations which foster a strong identity but are equipped to undertake necessary identity transformations tend to be more competitive.
- We argue that an optimally strong organizational identity will enable firms to remain stable yet agile to be able to respond to fast-changing competitive environment.
- Our arguments about the role of participatory decision-making highlight the cross-cultural differences in management practices.
- Moving from the developing to the developed: compensation disparities of Chinese expatriates
Kathy Ning Shen and Xuanli Xie
Version of Record online: 20 APR 2016 | DOI: 10.1111/1744-7941.12113
- 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.
- 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.
- 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.
- 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.
- Only equity and non-monetary rewards have significant effects on expatriation satisfaction, not perceived distributive justice.
- The employability of newcomer self-initiated expatriates in China: an employers' perspective
Version of Record online: 4 APR 2016 | DOI: 10.1111/1744-7941.12112
- The employability of newcomer SIEs is perceived as very low and the group is seen as offering a weak staffing alternative in China.
- 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.
- 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.