Asia Pacific Journal of Human Resources

Cover image for Vol. 54 Issue 3

Early View (Online Version of Record published before inclusion in an issue)

Editors Timothy Bartram and Fang Lee Cooke

Impact Factor: 0.769

ISI Journal Citation Reports © Ranking: 2015: 16/26 (Industrial Relations & Labor); 147/192 (Management)

Online ISSN: 1744-7941

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  1. 1 - 20
  1. Original Articles

    1. How ethical leadership cultivates healthy guanxi to enhance OCB in China

      Changsuk Ko, Jianhong Ma, Mingu Kang, Alexander Scott English and Mark H Haney

      Version of Record online: 8 JUL 2016 | DOI: 10.1111/1744-7941.12120

      Key points

      1. Chinese guanxi has an important role in mediating between ethical leadership and employee OCB.
      2. Ethical leadership directly promotes employee OCB.
      3. Ethical leadership also indirectly promotes employee OCB by facilitating favor-seeking guanxi and suppressing rent-seeking guanxi.
    2. For public causes or personal interests? Examining public service motives in the Chinese context

      Judy Yi Sun and Qinxuan Gu

      Version of Record online: 1 JUL 2016 | DOI: 10.1111/1744-7941.12119

      Key points

      1. PSM scale developed in the western context has limited applicability and generalizability in China.
      2. Lifestyle, security, technical competence and service dedication were dominating motives for Chinese civil servants.
      3. Technical orientation was found associated with job satisfaction and career satisfaction whereas service orientation was found significantly associated with job.
      4. Career satisfaction and job involvement and those with lifestyle orientation showed significantly less job involvement.
    3. Why mutual trust leads to highest performance: the mediating role of psychological contract fulfillment

      Millissa FY Cheung, Chi-Sum Wong and Gong Yuan Yuan

      Version of Record online: 7 JUN 2016 | DOI: 10.1111/1744-7941.12117

      Key points

      1. We unveil the neglected blackbox of the relationship between psychological contract fulfillment and employees’ work performance.
      2. Fulfillment of psychological contract was found to fully mediate the effects of mutual trust between supervisors and subordinates on subordinates’ task and contextual performance.
      3. The building and maintaining of a mutual trustful relationship between a supervisor and his/her subordinate is salient to induce both of the parties to honor his/her part of work obligations, which in turn faciliates subordinates’ work performance.
    4. 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

      Key points

      1. This paper presents a scoping review of human resource management (HRM) and disability literature to inform management practice and research on workers with disability.
      2. The paper identifies literature on physical, mental health and intellectual disability.
      3. 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.
    5. 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

      Key points

      1. 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.
      2. 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.
      3. During the training transfer process supervisory support should be carefully controlled to reduce its negative effect on training transfer.
    6. 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

      Key points

      1. 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.
      2. 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.
      3. Our arguments about the role of participatory decision-making highlight the cross-cultural differences in management practices.
    7. 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

      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. Book Reviews

  3. Original Articles

    1. The employability of newcomer self-initiated expatriates in China: an employers' perspective

      Paula Makkonen

      Version of Record 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.
    2. Devolving authority: the impact of giving public schools power to hire staff

      Mihajla Gavin and Susan McGrath-Champ

      Version of Record 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.
    3. 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

      Version of Record 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.
    4. 360° management competency assessment: is our understanding adequate?

      Zhanming Liang, Peter F Howard and Sandra G Leggat

      Version of Record online: 12 FEB 2016 | DOI: 10.1111/1744-7941.12108

      Key points

      1. A 360° competency assessment tool was developed for healthcare managers.
      2. The tool has been tested on a group of mid-level managers in community health services.
      3. The group was found to be reasonably competent for most competencies and behaviours.
      4. The assessments were able to distinguish areas of weakness and strength.
      5. The tool could identify low and top performing managers.
    5. Nationality choices regarding executives in subsidiaries: evidence from French multinationals in Asia

      Sangeetha Lakshman and Cuiling Jiang

      Version of Record online: 29 JAN 2016 | DOI: 10.1111/1744-7941.12105

      Key points

      1. Multinationals use PCNs for top positions: (1) when they are running huge projects; (2) when they cannot find skilled; and talented local nationals; and (3) for knowledge transfer and control.
      2. Multinationals use HCNs for top positions: (1) to gain legitimacy in the local environment; (2) to use the local market knowledge; (3) because of host country's government pressures; and (4) when the majority of shares is owned by Chinese stakeholders.
      3. Our study highlights the specific conditions under which PCNs; HCNs are selected, in a manner different from extant literature.
    6. Director succession planning in not-for-profit boards

      Melinda Maria Varhegyi and Denise Mary Jepsen

      Version of Record online: 24 JAN 2016 | DOI: 10.1111/1744-7941.12101

      Key points

      1. Many Australian boards have a shortage of qualified, willing and able directors, especially not-for-profits.
      2. Succession planning is multidimensional, applicable to directors as well as top management.
      3. Directors of boards see succession planning as associated with board effectiveness.
      4. HR has an important role in assisting boards of directors' succession planning.
    7. IHRM and expatriation in Japanese MNCs: HRM practices and their impact on adjustment and job performance

      Masayuki Furusawa and Chris Brewster

      Version of Record online: 21 JAN 2016 | DOI: 10.1111/1744-7941.12106

      Key points

      1. HRM practices extended to expatriates on duty are of critical importance to adjustment and job performance.
      2. Japanese MNCs should reconsider the themes or methods of pre-departure preparation programs as none of the measures for preparation correlated with adjustment or job performance.
      3. More tailored programs for expatriates to China might be needed as some of the scores on adjustment or job performance were significantly lower for China compared to other countries.
    8. The role of perceived management support and trust in mentors on protégés’ organizational citizenship behavior

      SuJin Son and Do-Yeong Kim

      Version of Record online: 18 JAN 2016 | DOI: 10.1111/1744-7941.12103

      Key points

      1. Protégé perceptions of managerial support for mentoring are positively related to extra-role behaviors of protégés.
      2. Perceived managerial support for mentoring increases trust in mentors through mentoring support received by protégés.
      3. Mentoring support influences protégés’ trust in mentors, thereby influencing protégés' extra-role behavior.
    9. The effects of LMX on gender discrimination and subjective career success

      Seul Gi Park, Hee Jung (Annette) Kang, Hyung Ryong Lee and Su Jin Kim

      Version of Record online: 12 JAN 2016 | DOI: 10.1111/1744-7941.12098

      Key points

      1. The study helps understanding the relationships among LMX, gender discrimination, and subjective career success.
      2. This study suggests that organizations need to evaluate and diagnose potential gender discrimination issues.
      3. It also provides practical implications for effective human resource management and a better work environment for employees to hotel managers.
    10. Employer perceptions of migrant candidates’ suitability: the influence of decision-maker and organisational characteristics

      Mario Fernando, Shamika Almeida and Shyamali C Dharmage

      Version of Record online: 5 NOV 2015 | DOI: 10.1111/1744-7941.12091

      Key points

      1. Organisational decision-makers are faced with rapidly changing workforce demographics during the recruitment and selection process.
      2. Decision-makers’ personal characteristics and organisational characteristics can influence suitability of ethnic minority migrant candidates.
      3. When suitability concerns decrease, decision-makers are more willing to employ ethnic migrant candidates.
      4. Decision-makers’ extent of training and development on cultural diversity and equal employment opportunities are important factors in determining migrant employment outcomes.
    11. The nonlinear effects of educational diversity on team creativity

      Kun Luan, Chu-Ding Ling and Xiao-Yun Xie

      Version of Record online: 31 JUL 2015 | DOI: 10.1111/1744-7941.12078

      Key points

      1. Team educational diversity has a curvilinear effect on team creativity.
      2. The degree to which teams utilize team diversity is central to explaining the effects of diversity.
      3. Knowledge integration capability moderates the relationship between team educational diversity and team creativity.
    12. Recruitment source practices in foreign and local firms: a comparative study in Japan

      Vesa Peltokorpi and Fabian Jintae Froese

      Version of Record online: 23 JUL 2015 | DOI: 10.1111/1744-7941.12076

      Key points

      1. We conducted qualitative and quantitative studies to examine potential differences in recruitment source practices in foreign and local firms in Japan, and reasons explaining these differences.
      2. The qualitative findings suggest that not only firm ownership (foreign firm versus local firm) but also firm age, size, and industry explain differences in recruiting source practices.
      3. The quantitative findings further suggest that foreign firms rely more on recruitment consultants but less on college recruiting, and that firm size and industry moderate the relationship between firm ownership and recruiting source practices.

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