Learning Objectives - Baiduimages.china-pub.com/ebook3660001-3665000/3663088/ch01.pdf · Learning...

Learning ObjectivesAfter studying this chapter, you should be able to do the following:

1. Explain what HRM is and how it relates tothe management process.

2. Discuss how all managers can use HRMconcepts.

3. Compare the HR responsibilities of line andstaff managers.

4. Explain the changing role of HR managers.5. Discuss the changing environment of HRM.6. Discuss HRM as a profession.7. Explain how HR practices are influenced by

cultural and religious values.8. Know the plan of this book.

Chapter 1

Introduction to Human Resource Management

part 1

A fter China opened its market to foreign investors, many western hotels began

conducting business in big cities such as Beijing and Shanghai. Several years ago, the standard of service at The Portman Ritz-Carlton Hotel in Shanghai was good but not excellent. Employee satis-faction rating was only 75 percent, and the hotel’s financial performance was average. When The Ritz-Carlton Hotel Company took over managing the hotel in January 1998, its general manager decided to make The Portman Ritz-Carlton a hotel that provides excellent service. He knew that employees

were very important if the hotel wanted to improve its service. “We are a service business, and service comes only from people.” He introduced The Ritz-Carlton Hotel Company’s human resource system. The effort produced excellent results. In the past few years, The Portman Ritz-Carlton, Shanghai was named the “Best Employer in Asia.” Employee satis-faction rating went up to 95 percent.1

This short opening case serves as a brief introduction to human resource management (HRM). It shows the importance of human resources in managing an excellent hotel. The main emphasis of this book is on HRM.

Introduction

4 Part 1 Introduction

Human Resource Management At WorkHuman Resource Management At WorkWhat is Management?As shown in Figure 1.1, managers perform five basic functions. They plan, organize, staff, lead, and control.

QuickQuiz Explain the five functions of

management. Are these functions equally

important? Do managers of different

departments (e.g., production, marketing, finance) perform all the five functions?

Give at least eight examples of HRM concepts.

Explain how managers can use them.

What is Human Resource Management?In this book, we focus on one of these five functions—the staffing or HRM function. HRM is the process of recruiting, training, appraising, and rewarding employees. This book provides you with concepts that you need to perform the “people” aspects of your management job. They include the following: Conduct job analyses Plan manpower needs, recruit, and select job applicants Orient and train new employees Manage wages, incentives, and benefits Appraise performance Interview, counsel, and discipline employees Build employee commitment Understand employment laws Know employee health and safety issues Handle grievances and employment relations.

Why is HRM Important to Managers? Why are HRM concepts important to all managers? It is easier to answer this question by listing some of the personnel mistakes you do not want to make while managing a company. For example, you do not want to: hire the wrong person for the job have a high employee turnover problem find that your people are not doing their best waste time with useless interviews have your company sued for discriminatory actions have your company fined for unsafe practices have some employees think that their salaries are unfair when compared to those of others allow a lack of training to affect your company’s performance commit any unfair employment practices.

Plan Set goals and standards Develop rules and procedures

Organize Give each subordinate a specific task Delegate authority Set up channels of communication Coordinate work of subordinates

Lead Get subordinates to do the work Maintain morale Motivate subordinates

Staff Recruit, select, and train staff Evaluate performance of staff Reward staff

Control Set standards Compare performance Take corrective action

Functions and Activities of aHR Manager

Figure 1.1Functions and Activities of a Manager

人力资源管理

在管理“人”或人力资源

方面的管理政策和实践：招

聘、培训、评估和奖酬。

51 Introduction to Human Resource Management

Judge 1: “ Well, he is typing really quickly...”Judge 2: “Yes, but does he know what he’s supposed to be doing?”

HR managers need to understand HRM concepts to ensure each staff in a company is performing at the optimum level.

This book will help you to avoid these mistakes. You can do everything else right as a manager—have excellent plans, draw clear organization charts, set up modern assembly lines, and use the best accounting controls. But you may fail as a manager because you have hired the wrong people or you do not know how to motivate your employees. On the other hand, some managers are successful even without good plans or controls. They are successful because they have hired the right people for the right jobs. They motivate, appraise, and develop these people.

Line and Staff Aspects of HRMAll managers are, to some extent, HR managers. They recruit, train, appraise, and reward their employees. Yet, many companies also have a HR department with a HR manager. Are the duties of HR managers different from those of “line” managers? We can answer this question by discussing the difference between line and staff authority. Authority is the right to make decisions and to tell others what to do. There are two types of authority: line and staff. Line authority gives managers the right to tell subordinates what work they should do. It creates a superior-subordinate relationship. Staff authority gives managers the right to advise other managers or employees. It creates an advisory relationship. Line managers have line authority. Staff managers have staff authority but they also have line authority within their own departments. HR managers are staff managers. They assist and advise line managers in areas like recruiting, training, appraising, and rewarding. However, line managers also have HR duties.

Line Manager’s HR DutiesDealing with people is an important part of every line manager’s duties, from the chief executive down to the supervisors. A line manager’s responsibilities include the following: Place the right person on the right job Orientate new employees Train employees for jobs that are new to them Improve the job performance of each person

职权

做决策和下命令的权力。

直线职权

管理者直接管理本部门

员工的权力。

职能职权

人力资源经理给其他管

理者和员工提供建议的权力。

直线经理具有直线职权，

而职能经理既具有职能职权，

又在自己的部门里具有直线

职权。


Size of HR DepartmentThe size of the HR department depends on the size of the company. A very large company will have an organization chart like the one in Figure 1.3. It has a full range of specialists for each HR function. At the other extreme, the HR team for a small company may have only a few persons, as shown in Figure 1.4. As shown in Table 1.1, in a large company, there are various HR specialists performing specific duties.

Figure 1.2HR Manager’s Functions

Develop good working relationships among employees Interpret the company’s policies and procedures Control costs Develop the abilities of each person Maintain employee morale Protect employees’ health and physical condition. In small organizations, line managers may carry out all these HR duties. But as the organization grows, line managers need the specialized knowledge and advice of a separate HR department.

HR Manager’s DutiesThe HR manager carries out three distinct functions as shown in Figure 1.2: Line function Coordination function Staff function.

Line authority gives the manager the right to issue orders.

Figure 1.4HR Organization Chart (Small Company)

HR Managerʼs Functions

Line function Direct activities in own department and

in service-related areas (e.g., cafeteria) Have staff authority over other

departments in employment-related issues

Coordination function Coordinates HR activities and HR-related

issues (e.g., health and safety practices)

Staff function Advise and assist CEO and other managers to understand HR issues (e.g., hiring employee, comply with safety rules)

Manager Human Resource

Human resource coordinator Officer generalist


Figure 1.3HR Organization Chart fora Large OrganizationSource: (www.hr.wayne.edu/orgcharts.php), accessed May 6, 2007. Reprinted by permissionof Wayne State University.

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Table 1.1 Duties of HR Specialists

DUTY JOB SCOPETraining specialist Plan, organize, and direct training

Advise managers on training

Job analyst Collect information about jobs Prepare job description

Recruiter Collect information about jobs Interview and recommend suitable candidates

EEO coordinator Investigate EEO grievances Examine HR practices for potential violations

Compensation manager Develop compensation plans Handle employee benefits program

Employment relations specialist

Advise managers on ER issues Negotiate with unions

Cooperative Line and Staff HR Management: Some ExamplesAs both line managers and HR managers have HR duties, it is useful to ask, “Exactly which HR duties are carried out by line managers and which by the HR manager?” There is no standard rule that we can apply in all organizations, but there are some common practices as shown in Figure 1.5.

QuickQuiz Compare the HR responsibilities of

line and staff (HR) managers. Why are line managers involved in

HR duties? Give some examples of how HR

and line managers cooperate in these duties.

Figure 1.5Line and Staff Involvement in Recruiting

Suggestions for the CEO and Line Managers

In its report, the Singapore Human Resources Institute (SHRI) focused on the new roles of HR professionals. It has made the following suggestions for the CEO of the organization:

Hold HR professionals accountable for outcomes Communicate the vision of the organization with HR dimension Introduce HR as a strategic partner Facilitate the multiple roles of HR.

Line managers also have a role to play. The Institute has made the following suggestions for line managers.

Integrate line management with HR processes and procedures Put HR in the line management Enhance added value of HR roles in line management Play a proactive role in employee relations.

HR in ACTION

Line and Staff Involvement in Recruiting

Line manager describes the qualifications and skills that employees need to fill specific position.

HR people take over. They interview, short-list applicants, and administer the appropriate tests. Then they refer the best applicants to the line managers.

Line managers interview and select those applicants whom they want.

Line managers describe what they expect the trainees to be able to do.

HR team designs a training program and helps line managers to administer.

Line and Staff Involvement in Training


The Changing Environment Of HRMThe Changing Environment Of HRMChanges are happening every day. HR managers must be able to respond to these changes. The major changes or trends are as follows: Globalization Technological advances Changes in the nature of work Changes in workforce demographics.

Globalization and Its Implication ASIAGlobalization is the tendency of companies to extend their sales, ownership, or production to new markets in other countries. Companies are globalizing their production by taking advantage of local facilities. Toyota produces cars in China, Thailand, and many other countries. In 2000, Haier became the first Chinese company to set up a factory in the United States to produce refrigerators.2

In 2004, China’s Lenovo paid US$ 1.75 billion to take over IBM’s Thinkpad personal computer business. Pearl River Piano Company produces 100,000 pianos a year and controls 40 percent of the US market. Another company, Galanz, makes more than half of the world’s microwave ovens.3

Globalization means more competition, and more competition means more pressure

to be “world-class”—to lower costs, to make employees more productive, and to improve quality even further. For business owners, globalizing means benefits like reaching millions of new consumers, but it also poses the threat of facing new global competitors in their home countries.

Increasing globalization means that it is now common for companies shift production to other countries. Here, Toyota operates a plant in India.

As a result of globalization, companies face increased competition and more pressure to be “world-class.”

Globalization of Hanjin

South Korean shipbuilder Hanjin Heavy Industries and Construction Corp will build the Philippines’ biggest shipyard on Mindanao Island in the southern part of the country. The US$2 billion yard, to be called Misamis Oriental Shipbuilding Complex, will cover 442 hectares. The Philippines has aggressively courted Hanjin with generous financial incentives such as duty-free import of capital equipment and tax holidays.

This will be Hanjin’s second shipyard in the Philippines. It already has a US$1.68 billion yard at Subic Bay. Since it was set up in 2006, the Subic yard has received 35 new building orders worth US$3 billion.4

Wipro Opens Cebu Outsourcing Center

In 2007, Wipro, India’s third biggest software producer opened an outsourcing center in the Philippines as higher costs and a shortage of domestic talent began to drive Indian IT companies to prospect overseas. The company cited the availability of skilled professionals and lower costs as among the advantages offered by Cebu. The center will provide customer service as well as technical and financial accounting support to Wipro’s global operations.

HR in ACTION

全球化

企业在其他国家扩大销

售、所有权或者生产的趋势。


Technological AdvancesThe Internet and information communication technology (ICT) has enabled companies to become more competitive in the global marketplace. Few companies do business today the way they did a decade ago. Managers use personal digital assistants (PDAs) or handphones to communicate with their office, and plan trips, manage money, and do business online. Technology has also enabled companies to outsource their non-core activities to other countries where costs are lower.

Changes in the Nature of WorkTechnology is also changing the nature of work. Many factory jobs have been automated. There is a shift from manufacturing jobs to service jobs. There is also a shift to use “non-traditional” workers. They include those who hold multiple jobs, or who are part-time workers. In some companies, people work under alternative work arrangements such as teleworking and flexitime.

Changes in Workforce DemographicsWorkforce demographics are changing. In many countries, their workforce has become more diverse, that is, their employees are of different race, religion, nationality, gender, age, and culture. Diversity management is a big challenge for HR managers as well as line managers in Asia. They have to deal with workers from many countries.5 At construction sites in China Hong Kong and Singapore, there are workers from countries such as Bangladesh,Mainland China, India, Indonesia, Pakistan, and Thailand. At worksites in Thailand, it is common to find workers from Laos, Myanmar, and Vietnam.

The Changing Role Of HRMThe Changing Role Of HRMToday, trends in globalization, technological advances, and changes in the nature of work mean that HR managers have to take on new responsibilities. Employers now expect their HR functions to be more strategic.

What is Strategic Planning? A strategic plan is the company’s plan to match its internal strengths andweaknesses with external opportunities and threats to maintain a competitive advantage. In strategic planning, companies ask themselves these questions: Where are we now as a business? Where do we want to be? How should we get there? Managers then formulate specific department strategies to take the company from where it is now to where they want it to be.

What is Strategic HRM?Strategic HRM means formulating HR policies and introducing practices that produce employee competencies and behaviors that the company needs to achieve its strategic goals.

QuickQuiz What are the major trends in the

business world? How do these trends affect HR

managers?

Many blue-collar workers no longer do hard physical labor with dangerous machinery like this. They use computerized machines.

人力资本

企业员工的知识、教育、

技能和经验。

战略规划

使企业内部的优势和劣

势与外部的机会和威胁相匹

配，从而保持竞争优势的企业

计划。

战略人力资源管理

形成人力资源政策，从而

产生能够实现企业战略目标

的员工能力和行为。


For example, at companies like Ritz-Carlton, HR managers team up with top managers in both designing and executing their company strategies. The company’s focus on competitiveness implies that HR managers must show results in measurable terms. Top management is ever keen on finding out, precisely, how the HR manager’s plans can contribute to the company’s profit by improving workers’ skills and performance.

Creating High-Performance Work SystemsAs we noted above, globalization means more competition, and more competition means more pressure to lower costs and to make employees more productive. Most HR professionals recognize the need to focus on performance. We will see in this book that effective HRM practices can improve performance in three main ways: Through the use of technology Through effective HR practices (such as testing and training) Introducing high-performance work systems.

Outsourcing HR ActivitiesMore companies are installing computer-based systems for improving HR productivity. Technology also makes it easier to outsource HR activities to specialist service providers by giving these providers access to the company’s HR information database. Examples of some outsourced HR tasks are payroll, benefits, applicant testing and screening, wellness programs, and employee training.

High-Performance Work SystemsSuccessful companies do well partly because they have high-performance work systems. A high-performance work system is an integrated set of HRM policies and practices that produce excellent employee performance. While there is no fixed rule about what comprises high-performance work systems, most organization psychologists would agree that they include these practices:6

Employment security Selective hiring Extensive training Self-managed teams and decentralized decision making Reduced status distinctions between managers and workers Information sharing among managers Pay-for-performance rewards Emphasis on high-quality work.

Singapore Airlines—Outsource to Cut Costs

In 2004, Singapore Airlines retrenched 130 of its IT staff and another 70 from its finance department. The IT employees were from its Data Center, End User Computer Support, and the Help Desk. These people were contracted out to IBM to whom SIA has outsourced its IT infrastructure maintenance. SIA would write off $10 million in one-off costs associated with the staff redundancy exercise, but would benefit from expected cost savings of about $15 million a year.7

HR in ACTION

外包

让企业外的卖方提供服务。

高绩效工作系统

一系列能使员工产生卓

越绩效的人力资源政策与实

践的整合体系。


Measuring HRM Team’s Performance In today’s performance-based environment, employers expect their HRM teams to provide measurable proof of the effectiveness of their programs. For example, they want answers to these questions: How much will that new testing program reduce the company employee turnover? How much more productive will our employees be if we introduce that new training program? How productive is our HR team, in terms of HR staff per employee, compared to our competitors? To evaluate, HR managers need the numbers. Specifically, they need quantitative performance measures (metrics) (see Table 1.2).

Table1.2 Some Sample HR Metrics

HR Metric How to CalculateWhat it Measures and How to Use it

Absence rate [(#days absent during month) ÷(Average # of employees during month) X (# of workdays)] X 100

Measures absenteeismShows whether company has an absenteeism problem

Cost per hire (Ad. + agency fees+ employee referrals+ travel costs of applicant and staff+ relocation costs+ recruiter pay and benefits)Divided byNumber of hires

Costs involved in recruiting new employees

Time to fill Total days elapsed to fill requisition ÷Number hired

# days from job requisition to new hire start date

HR expenses HR expenses÷Total operating expenses

HR expenses in relation to total expense of company

Source: Adapted from Dessler, G. 2008 Human Resource Management, 11ed., Figure 1-5, p. 16

Managing with HR Scorecard Managers can link these metrics together to provide a more meaningful picture. For most HRM activities, one can map out the cause-and-effect links, from the HR activity, to the employee behavior, and to the company performance. For example, (for a hotel) the following metrics could help gauge the performance of all three: Increased use of incentive plans Improved hotel employee customer service ratings More satisfied hotel guests Improved hotel profit.

QuickQuiz What are HR metrics? Why are these measurements

important to HR managers?

HR计分卡测量人力资源职能在使

员工行为与实现企业战略目

标相吻合方面的效果与效率。

衡量标准人力资源管理者用来评

价运营的一套量化绩效测量

指标。


The HR Scorecard is a concise simple measurement system. Companies use it to measure: HR activities (such as testing, training, compensation, and safety) Employee behaviors resulting from these activities Organizational outcomes of those employee behaviors (such as higher performance, and company profit).The scorecard shows the causal links between the HR activities, the emergent employee behaviors, and the resulting outcomes and performance. Chapter 2 shows how to create and use an HR Scorecard.

Proficiencies Of A HR ManagerProficiencies Of A HR ManagerThe work of a HR manager today is challenging. As shown in Figure 1.6, it requires quite a number of proficiencies.

The HR manager’s proficiencies

From Backroom to Boardroom

HR professionals in other parts of the world have been sitting inside the boardroom for years. To earn their seats next to other directors in the boardroom, HR professionals must have the following competencies:8

Prove HR’s worth by having more than just technical knowledge Show how HR can help in terms of key business areas and demonstrate that HR

interventions produce a positive return on investment Make HR contributions measurable in the eyes of senior management, e.g., in

terms of reduction of turnover and retention of key staff Gain in-depth understanding of the industry in general and the business in

particular.

HR in ACTION

Figure 1.6 Proficiencies of a HR Manager

HR proficiency Knowledge and skills in areas such as employee selection, training, and compensation

Business proficiency Skills in strategic planning production,

marketing, finance Explain HR activities in financial terms

such as retun on investment

Proficiencies of a HR Manager

Leadership proficiency Skills to lead other managers and work as a group

Learning proficiency Learn and apply new technologies affecting the profession


HRM And ProfessionalismHRM And ProfessionalismHR CertificationThe growing complexity of the HR manager’s tasks is causing HRM to become more professional. Every year, thousands of HR practitioners sit for examinations and seek professional certification. These examinations test knowledge on all aspects of HRM, including management practices, staffing, HR development, compensation, employment relations, health, and safety. Figure 1.7 summarizes the body of knowledge in the SHRM (US) certification program.

Module 1: Strategic Management The Role of Human Resources in

Organizations The Strategic Planning Process Scanning the External Environment

Module 4: Compensation and Benefits Key Legislation Total Compensation and the Strategic

Focus of the Organization Pay Administration Compensation Systems Introduction to Benefit Programs Government-Mandated Benefits Voluntary Benefits Compensation and Benefit Programs for

Employees Evaluating the Total Compensation

System and Communicating It to Employees

Organizational Structure and Internal HR Partners

Measuring Human Resource Effectiveness

Ethical Issues Affecting Human Resources

Human Resources and the Legislative Environment

Module 2: Workforce Planning and Employment

Key Legislation Affecting Employee Rights

Key Legislation Affecting Privacy and Consumer Protection

Equal Employment Opportunity/ Affirmative Action

Gender Discrimination and Harassment in the Workplace

Organization Staffing Requirements Job Analysis and Documentation Recruitment Flexible Staffing Selection Employment Practices Organizational Exit Employee Records Management

Module 3: Human Resource Development

Key Legislation Human Resource Development and the

Organization Adult Learning and Motivation Assessment of HRD Needs HRD Progress Design and Development HRD Program Implementation Evaluating HRD Effectiveness Career Development Developing Leaders Organizational Development Initiatives Performance Management

Module 5: Employee and Labor Relation Key Legislation Affecting Employee and

Labor Relations Employee Relations and Organizational

Culture Employee Involvement Strategies Positive Employee Relations Work Rules Effective Communication of Laws,

Regulations, and Organizational Policies Discipline and Formal Complaint

Resolution Union Organizing Unfair Labor Practices Collective Bargaining Strikes and Secondary Boycotts Public-Sector Labor Relations International Employee and Labor

Relations

Module 6: Occupational Health, Safety, and Security

Key Legislation Safety Health Security

Figure 1.7 2004 SHRM© Learning System Module DescriptionsSource: Reprinted by permission of Society for Human Resource Management via Copyright Clearance Center.


Is HR a Profession?By strict definition, doctors, dentists, architects, lawyers, accountants, and several others are recognized as professionals. There are laws that specify their qualifications and govern their practices. These professionals have formed their own institutes to ensure compliance of the law, and formulated code of ethics to guide their members. They set rules and regulations and take disciplinary action against deviants. Is HR a profession? The answer to this question will become clearer if we look at the following set of criteria in Figure 1.8 and compare them with those of other professions.9

Figure 1.8 Criteria for a Profession

Professional InstitutesMembership in many professional institutes begins with shared educational qualifications and examinations. However, in some cases, membership is also open to those with many years of professional experience. In addition to training and education, a professional institute should provide up-to-date knowledge and information to its members. This is done through newsletters, journals, survey reports, conducting courses, and holding conferences. A national professional institute should also maintain links with similar organizations in other countries. It should play an active role in regional associations and take part in international conferences. HR Today on page 27 provides detailed information about HR professional institutes in the Asia Pacific.

Qualification and Level of MembershipA professional institute should also have the authority to specify the qualification of its members. For example, membership of the Australian Human Resources Institute (AHRI, formerly the Institute of Personnel Management of Australia or IPMA) is only available to persons who have completed an accredited degree or post-degree course. Persons who have completed a certificate, associate diploma, or diploma course will be eligible for sub-professional membership in the grade of Senior Associate (subject to the completion of the experience requirements).10

In Asia, most HR professional institutes accept persons with interest in HR to join as associate or ordinary members. Fellows are members who have achieved eminence or have made distinguished contribution to HRM. Honorary life members are persons who have rendered distinguished service to the institute and the community.

Criteria for a Profession

Contents Is there a defined scope of activities

in HRM? Is there a specialized pool of knowledge

or set of professional skills? Is there uniformity in the practices of

HR to create some sense of identity?

Support Do practitioners support the professional

institute by becoming members? Is there exchange of ideas or sharing of

experience among members? Is there a code of conduct or rules? Can the institute enforce discipline rules? Is the institute upgrading skills of members? Is the institute researching new products?

Contribution What is the major contribution of the

profession to society? Is the profession accepted by related

professions? Can the profession influence national policies? Is the profession responding to changes

in society?

许多人力资源专业协会

的会员始于分享教育资格认

证和考试，然而会籍有时也面

向具有多年经验的从业者。


ASIA

Workplace Challenge for the HR ProfessionalsHR professionals have a special responsibility to balance the needs of the company with the interests of employees. They also have to promote cultural values at the workplace. They must network with community groups and be able to explain how HR professionals are contributing to society.11

HR And Cultural Values HR And Cultural Values HR practices in a company are influenced by the cultural values of the country in which it operates. For example, many Asian companies (including those in China, Japan, and Korea) have been influenced by the Chinese sage Confucius (551–479 BC) and his teachings. Confucian values include harmonious interpersonal relationships, mutual obligations, hierarchy, and social order.12,13

In South Korea, Confucian values guide daily life, with the social mores and modes of conduct centered on family life, hierarchy, seniority, and traditions.14

In China Taiwan, the Confucian values of hard work, family, and kinship are important at the workplace. They influence the design of HRM systems. For example, the value of harmony encourages teamwork and participation in programs such as quality circles. It promotes cooperation between management and the employees.15

Confucian values emphasize harmonious interpersonal relationships, mutual obligations, hierarchy, and social order. Sun Tzu’s Art of War

The most popular ancient management book read by managers in Japan and other East Asian countries is Sun Tzu’s Art of War, written 2,500 years ago by a general in ancient China. His war strategies, explained in 13 short chapters, have been applied in business by Japanese companies to expand their overseas markets. The book explained theories of organization, planning, leadership, and strategies.16,17

Human factors are important in Sun Tzu’s winning strategies. He emphasized the importance of training, discipline, and loyalty of the soldiers. An army that has a set of stringent rules and administers reward and punishment in an enlightened way will boost morale among the men. When the men are punished before their loyalty is secured, they will become disobedient. When they are disobedient, it is difficult to command them. If the loyalty of the men is secured but punishments are not fair, this will result in low morale among the men.18

企业的人力资源实践受到

所在国家文化价值观的影响。

日本等东亚国家的管理

者最喜欢阅读的古代管理书

籍是《孙子兵法》，成书于 2500年前的古代中国，书中通过 13个简短的章节阐述了孙子的

作战战略。


Han Fei Tzu: Reward and PunishmentA lesser known ancient management thinker was Han Fei Tzu (280-233 BC). His 55-chapter book was written for imperial rulers, emphasizing management by strict rules and control. He suggested that a leader should: Find talented subordinates Set up a system of rules Explain these rules to subordinates Motivate them with reward and punishment Strictly administer reward and punishment. In his chapter on “Way of the Leader” Han Fei Tzu summarizes the role of a leader as shown in Figure 1.9.

Figure 1.9Role of a Leader

In other chapters, Han Fei Tzu recommended meritocracy and cautioned against nepotism. If a person merits a reward, no matter how far he may be away from the leader in the hierarchy, he should be rewarded. If a person makes a mistake, no matter how close he is to the leader, he must be punished. With such a system, the former will do his best and the latter will not be complacent.19

HR and Religious ValuesManagers in a workplace with employees believing in different religions should be aware of their religious values. For example, people in Thailand are influenced by their Buddhist approach to life. As explained by Siengthai and Vadhanasindhu Buddhists have to consider the following factors:20

Self-realization (know your strengths and weaknesses, and who you are) Knowing others (know whom you are dealing with and how to deal with them) Causality (know the cause and effect of what you are doing) Appropriate time and place (know the right time and place to deal with problems) Potential (know your ability and limitation).

HR practices are affected by certain unique Thai cultural values such as:21

kreng jai (social harmony) bunkhun (exchange of favors) jai-yen-yen (take-it-easy) mai pen rai (never mind) sanuk (fun) nam-jai (thoughtful, generous, and kind).

Evaluate performanceof subordinates

Role of a Leader

Delegate authority tosubordinates to carryout the proposals

Receive proposalsfrom subordinates

Punish those whofail to perform

Reward those who perform well

知名度稍逊于孙子的韩非

子（公元前280—公元前233年）

也是中国古代的管理思想家。


In Indonesia and Malaysia, many people are Muslims. As explained by Tayeb, their religion Islam emphasizes that the nature of their relationship is egalitarian and urges leaders to consult their followers in managing their affairs. It means that at the workplace, there should be consultative decision-making and a diffused power structure. With values such as self-discipline, honesty, and loyalty, managers should trust their subordinates’ judgment and integrity. There should be teamwork and mutual support.22

Multicultural Workforce in MalaysiaIn Malaysia, the dominant ethnic group is Malay. Others include Chinese, Indian, and Eurasian. The Malay culture is a cooperative society based on kampong (village) and gotong royong (mutual help) values. The unity of the Malay community rests on adat resam (social customs) which include gotong royong, and the concept of ummah (Islamic religious community) and malu (self-respect).23

Some common cultural values have also been identified in a multicultural Malaysian workforce. We can see these in Table 1.3.

Figure 1.10Guidelines to Motivate a Multicultural Workforce

Table 1.3 Malaysian Cultural Values

Cultural Value Influence on Behaviour

Collectivity Malaysians are group-oriented. They desire a strong support system in the form of a “big brother “ or “big sister” from whom they can seek advice.

Relationship-oriented Malaysians focus on relationships more than the task. Relationships are often personalized, based on an unwrittern code governing relations, differentiating peers, superiors, and subordinates.

Respect for elders and authority Malaysias respect their elders and people in positions of authority

Loyalty and care Employees are loyal to their companies. In return, managers have a moral obligation to care for the subordinates.

Hierarchy Malaysians respect social hierarchy and status. Honorifics are used for individuals with authority and status.

Religion Most Malaysians identify with a specific religion—a belief in a Supreme Being.Contentment is obtained through religious and spiritual pursuits. Malaysians tend to be in harmony with nature. Their behaviour tends to be reactive.

Harmony Malaysians respect harmony an avoid open conflict. Negative opinions are seldom expressed in public.

Face Preserving another person’s dignity (or face) is considered good manners. A person should not be embarrassed or humiliated in public.

Similar views have been expressed by another researcher who suggests the following guidelines (see Figure 1.10) for managers to motivate a multicultural workforce:

Source: Asma Abdullah 1992, 11–14.

Provide recognitionand reward

Promote feelingsof togetherness Build trust

Understand theperson

Guidelines to Motivate Multicultural Workforce

Spend time to buildrelationship

Be humble andapologetic


24

In a multicultural workplace, managers should be aware of sensitivities that are

National ValuesIn some countries, people are guided by a set of national values. For example, Indonesia has Pancasila, Malaysia has Rukunegara, and Singapore has its National Shared Values (see Table 1.4).

Table 1.4 National Values in some Southeast Asian Countries

Indonesia (Pancasila) Beliefs in the one Supreme Being Just and civilized humanity Nationalism Democracy Social justice

Malaysia (Rekunegara) Belief in a Supreme Being Loyal to King and country Upholding the Constitution Rule of law Good Behavior and Moralty

Singapore (National Shared Values)

Nation before community and society before self

Family as the basic unit of society Community support and respect for the

individual Consensus, not conflict Racial and religious harmony

Managers should be aware of ethnic

在多元文化的工作场所，

领导者应该认识到各个民族

特殊的敏感性。

Managers must know how each group is motivated and how the In Malaysia,values of each group affect business relationships.

specific to each ethnic group.

sensitivities in the workplace.

25


The Plan Of This Book The Plan Of This Book Basic Themes of this BookIn this book, we use several themes to emphasize important issues, and to provide continuity from chapter to chapter.

HR management is the responsibility of every manager—not just those of HR managers. This book emphasizes on practical material that you as a manager will need to perform your day-to-day management work. In fact, even if you are a supervisor in a large company faced with some personnel task (like interviewing a job candidate), you may find that you need more support than your HR department provides. We have therefore included, in each chapter, special boxed features. These show you in practical terms how the managers or small business owners who are “on their own” can accomplish some of the chapter’s key employee-related tasks.

Intense competition today means HR managers must prove that they can contribute in measurable terms. Chapter 3 explains how to use the HR Scorecard to measure performance. Each chapter includes a metrics oriented case study using Hotel Interational to set the stage

All managers are involved in company strategies. This book therefore discusses strategic HR planning fully in Chapter 3, and in end-of-chapter Hotel International cases.

Table 1.5 Chapter Content Overview

Part Chapter Content

1 Introduction 1 Introduction to HRM

The manager’s HR responsibilities Global and competitive trends How managers use technology and

HR measurement Professional institutes HR and cultural values

2 Equal Opportunity and the Law

Equal opportunity laws as they relate to HRM activities

3 Strategic HRM and the HR Scorecard

Strategic planning High-performance work system Strategic HR The HR Scorecard

2 Recruitment and Placement

4 Job Analysis How to analyze a job How to determine the HR

requirements of the job Specific duties and responsibilities of

the job

5 Personnel Planning and Recruiting

HR planning and planning systems Determining what kind of people to

recruit

6 Employee Testing and Selection

Selection techniques for hiring the right people

7 Interviewing Candidates

Interview techniques for hiring the right person for the right job


Part Chapter Content

3 Training and Development

8 Training and Developing Employees

Provide training so that employees have the necessary knowledge and skills

Concepts and techniques for developing capable employees, managers, and organizations

9 Performance Management and Appraisal

Techniques to appraise performance Techniques to link performance with

the organization’s goals

10 Managing Career Career planning and promotion to help employees to achieve their potential

4 Compensation 11 Establishing Strategic Pay Plans

Develop equitable pay plans

12 Pay-for Performance and Financial Incentives

Pay-for-performance plans such as financial incentives, merit pay, and incentives that link performance to pay

13 Benefits and Services

Provide benefits to show that the company treats employees as long term investments

Provide services and welfare programs

5 Employee Relations

14 Ethics, Justice, and Fair Treatment

Ensure ethical and fair treatment through discipline, grievance, and career management process.

15 Employment Relations and Collective Bargaining

Concepts and techniques about relations between unions and management

Deal with unions and negotiate collective agreement

Managing the collective agreement and the grievance process

16 Employee Safety and Health

Know the causes of accidents Maintain a safe workplace Know the laws about employee

safety and health

17 Managing Global Human Resources

Know the growing importance of international business

HR’s role in managing the personnel side of multinational operations


Topics are InterrelatedWhen using this book, readers should know that the seventeen chapters are interrelated. Each topic interacts with and affects the others, and all should fit with the employer’s strategic plan. Figure 1.11 summarizes how the chapters are interrelated.

CHAPTER SUMMARY1. All managers perform five basic functions—plan, organize, staff, lead, and control. 2. HRM involves recruiting, selecting, training, compensating, appraising, and developing employees. 3. HR management is a part of every manager’s responsibilities.4. The HR department carries out four main functions

exert line authority in their department and staff authority in other departments in the company ensure that the company’s HR objectives and policies are coordinated and implemented provide various staff services to line management partner with the CEO in designing the company’s strategy.

5. Globalization and technology innovation mean that companies must be more competitive.6. Other trends are workforce diversity and changes in the nature of work7. Management expects the HR department to provide measurable evidence regarding its effectiveness.

KEY TERMSauthority, 5cultural values, 16globalization, 9Han Fei Tzu, 17high-performance work system, 11HR Scorecard, 12 human capital, 10human resource management (HRM), 4line authority, 5line manager, 5

management process, 21metrics, 12multi-cultural workforce, 18outsourcing, 11professional institute, 15staff authority, 5staff manager, 5strategic human resource management, 10strategic plan, 10Sun Tzu’s Art of War, 16

CHAPTER 3Figure 1.11Strategy and the Basic HRM Process

Companyʼs Strategic Plan What business are you in? On what basis will you compete? How do you plan to expand?

Develop personnel plans

and job descriptions

Chapter 4

Recruit candidates

Chapter 5

Interview and select employees

Chapters 6, 7

Train employees

based on job requirements

Chapter 8

Appraise employees

Chapters 9, 10

Reward employees

Chapters 11, 12, 13

Conform to ethical standards and EEOC and other HR-related lawsCHAPTERS 2,14,15,16


DISCUSS! 1. Explain what HR management is and how it relates to the management process. 2. Give examples of HRM concepts and techniques that all managers can use. 3. Illustrate the HRM responsibilities of line and staff managers. 4. Why is it important for companies today to convert their human resources into a competitive advantage? Explain how HR can contribute to doing this.

INTERACT!ACTIVITY 1 Working individually or in groups, develop outlines to show how trends like workforce diversity, technological innovation, globalization, and changes in the nature of work have affected the college or university you are attending now. Present in class.

ACTIVITY 2 Working individually or in groups, contact HR managers of some local banks. Ask the HR managers how they work as strategic partners to manage human resources, given the bank’s strategic goals. Back in class, discuss the responses of the different HR managers. ACTIVITY 3 Working individually or in groups, interview an HR manager. Based on that interview, write a short presentation regarding HR’s role today in building more competitive organizations.

ACTIVITY 4 Working individually or in groups, bring several business publications such as the Asian Wall Street Journal, Business Week, Fortune to class. Based on their contents, compile a list entitled “What HR Managers and Departments Do Today.”

USE YOUR HR SKILLS!Is there a Need for a HR Department?Nik became a new member of the board of directors for a local bank. He was being introduced to all the employees in the main office. At one of the branch offices, the supervisor in charge told him that “something was wrong,” but she did not know what. She explained that employee turnover was too high. Shortly after one employee started work, another one resigned. With so many customers to see and loans to be made, she had little time to work with the new employees as they came and went. All branch supervisors hired their own employees directly without informing the main office or other branches. Whenever there was a vacancy, the supervisor tried to find a suitable employee to replace the worker who had quit. Nik visited all the 22 branches and found similar problems in many of them. He wondered what the main office should do or what action he should take. The bank was regarded as a well-run institution that had grown from 27 to 191 employees during the past eight years. The more Nik thought about the matter, the more puzzled he became. He could not understand the cause of the problem.

Questions1. What do you think is causing some of the problems in the bank’s main office and branches? 2. Do you think the problem would be solved by setting up an HR department in the main office?3. What specific functions should the HR department carry out? What HR functions would then be carried out by supervisors and line managers?

(Source: Claude S. George, 1985. Adapted by permission of Prentice Hall)

Acute in perception, sound in judgement


EXPERIENCE HR!HRM as a Strategic PartnerPurposeThe purpose of this exercise is to identify trends important to HR today, and to understand their impact on an organization’s HR practices.

Required understandingBe thoroughly familiar with the material in this chapter.

How to set up the exercise1. Divide the class into teams of three to four students.2. Read this: You are a strategic planning task force at your university. You must identify trends and how they will affect the university and its human resource needs. The team has already identified a partial list of trends (see following table).3. Expand the list of “Critical Issues” and complete the other two columns in the table.4. Present your team’s conclusions to the class.5. When the teams have had time to discuss their responses, consider the following questions: a. Which environmental trend would have the greatest impact on the human resource needs of the university? b. What environmental change will be the most difficult for your HR group to manage? c. Overall, how will this combination of trends affect your university?

Critical Issues Effect on Existing Employees Potential HR Role(s)

(Example) (Example) (Example)

1. Distance learning technology

Need for better computer skills Provide more training

2. Government reduction in funding to higher education

3. Greater workforce diversity

4. More international students

5. High percentage of faculty to retire over next decade

6. A local large business is developing its own corporate university

7. Continuing education and non-traditional degree programs are increasing in popularity


Laundry Company

A CONTINUING CASE IN EVERY CHAPTER...IntroductionThe main theme of this book is that HR management—activities like recruiting, selecting, training, and rewarding employees—is not just the job of some central HR department. It is also a job that everymanager must do. To illustrate the line manager’s HR role, throughout this book we use a continuing case, based on an actual small business. Each case will show how the owner-manager Jak Ko faces and solves HR problems by applying the concepts discussed in that chapter. Here is the background information you need to answer questions that arise in subsequent chapters.

KK’s Consulting ManagerJen Ko graduated from City University in 2005. After considering several job offers, she decided to go into business with her father, Jak Ko. KK’s Founder Jak Ko opened his first laundry store in 1995 and had expanded to six by 2005. The main business was drycleaning and pressing of clothes. Each store had its own on-site manager and about seven employees. Jen’s understanding with her father was that as KK’s Consulting Manager, she would serve as a troubleshooter or adviser with the aim of both learning the business and introducing modern management concepts for solving the company’s problems.

Questions1. Make a list of five specific HR problems you think KK Laundry had to deal with.2. What would you do first if you were Jen Ko?3. Compare your answers with those of another student.

Endnotes1. Yeung, Arthur. 2006. “Setting Up for Success: How

the Portman Ritz-Carlton Hotel Gets the Best Fromits People.” Human Resource Management, 45, no. 2:67–75.

2. Fitzpatrick, Paul. 2004. “Haier’s Human ResourceStrategy.” Human Capital October, p. 31–32.

3 Williamson, Peter. 2007. “Dragons at the Door: AHR Response to China’s Emerging Multinationals.”July, World Federation of Personnel ManagementAssociations (WFPMA). (Reprinted in Human Capital,November-December 2007, 30–32.)

4. Almazan, Alec. 2008. “Hanjin to Invest US$2 billion in Philippines’ Biggest Shipyard.” Straits Times January 17, p. 19.

5. Debrah, Yaw and Budhwar, Pawan. 2004. “HRMChallenges in the Asia Pacific Region: Agendafor Future Research and Policy.” In Managing HumanResources in Asia-Pacific, ed. Pawan S. Budhwar,269–79. London: Routledge.

6. Zacharatos, Anthea et al. 2005. “High PerformanceWork Systems and Occupational Safety.” Journal ofApplied Psychology, 90, no. 1: 77–93.

7. Sreenivasan, Ven. 2004. “SIA to Shed 130 IT jobs as ItOutsources Work.” Business Times September 25.

8. Viswanathan, Meenakshi, 2006. “Earning a Seat at the Executive Table.” Human Resources, October, 24–27

9. Tan, Chwee Huat. 1982. “Human Resource Management in a Changing Environment: Professionalism in Personnel Management.” Singapore Institute of Personnel Management Review May-June, 10–11.

10. Clark, R. 1991. Australian Human Resources Management. Sydney: McGraw Hill.

11. Kochan, Thomas. 2004. “Restoring Trust in the Human Resource Management Profession.” Asia Pacific Journal of Human Resources 42, no. 2:132–46.


12. Oh, Tai. 1983. “A Comparative Study of the Influence of Confucianism on Japanese, Korean and Chinese Management Practices.” Proceedings of the Academy of International Business, Asia-Pacific Dimensions of International Business, December 18–22, Honolulu.

13. Haley, George, Tan, Chin Tiong, and Hailey, Usha. 1998. New Asian Emperors. Oxford: Butterworth Heinemann.

14. Rowley, Chris and Bae, Johngseok. 2003. “Culture and Management in South Korea.” In Culture and Management in Asia, ed. M. Warner, 187–209. London: Routledge Curzon.

15. Wu, Pei-Chuan. 2004. “HRM in Taiwan.” In Managing Human Resources in Asia-Pacific, ed. Pawan S. Budhwar, 93–112. London: Routledge.

16. Wee, Chow Hou, Lee, Khai Sheang, and Hidajat, Bambang. 1991. Sun Tzu: War and Management. Singapore: Addison Wesley.

17. Foo, Check Teck and Grinyer, Peter. 1995. Sun Tzu on Management. Singapore: Butterworth Heinemann Asia.

18. Wee, Chow Hou, Lee, Khai Sheang, and Hidajat, Bambang. 1991. Sun Tzu: War and Management. Singapore: Addison Wesley.

19. Tan, Chwee Huat. 1986. “The Management Thoughts of Han Fei Tzu.” In Proceedings of the Academy of International Business Southeast Asian

Regional Conference, 16-28 June, ed. R. Hsieh and S. Scherling, 12–21. Taipei: National Chiao Tong University.

20. Siengthai, Sununta and Vadhanasindhu, Pakpachong. 1991. “Management in a Buddhist Society: Thailand.” In Management: An Asian Context, ed. Joseph Putti, 222 38. Singapore: McGraw Hill.

21. Siengthai, Sununta, Bechter, Clemens, and Singleton, Helen. 2005. “Human Resource Management in Thailand.” In Perspectives on Human Resource Management in the Asia Pacific, ed. Alan R. Nankervis, Samir Chatterjee, and Jane Coffey, 201–30. Sydney: Pearson Education, Australia.

22. Tayeb, Monir. 1997. “Islamic Revival in Asia and Human Resource Management.” Employee Relations 19, no. 4: 352–64.

23. Mellahi, Kamel and Wood, Geoffrey T. 2004. “HRM in Malaysia.” In Managing Human Resources in Asia-Pacific, ed. Pawan S. Budhwar, 201–220. London: Routledge.

24. Teh, Elaine. 2005. “Human Resource Management in Malaysia.”, In Perspectives on Human Resource Management in the Asia Pacific, ed. Alan R. Nankervis, Samir Chatterjee, and Jane Coffey, 157-78. Sydney: Pearson Education Australia.

25. Thong, Gregory T.S. 1991. “Managing Process in Bumiputra Society.” In Management: An Asian Context, ed. Joseph Putti, 159–76. Singapore: McGraw Hill.


1994: San Francisco, USA 1996: Hong Kong, China 1998: Caracas, Venezuela 2000: Paris, France 2002: Mexico City, Mexico 2004: Rio de Janeiro, Brazil 2006: Singapore

WFPMA membership now represents about sixty national personnel associations and 150,000 professionals across five continents. Each continent has a federation serving countries on that continent. The Asia Pacific Federation of Human Resource Management is the umbrella organization for Asia-Pacific countries.

Asia Pacific Federation of Human Resource ManagementThe Asia Pacific Federation of Human Resource Management (APFHRM) has the following institutional members:

Australia (Australian Human Resources Institute, AHRI) (www.ahri.com.au)

Bangladesh (Institute of Personnel Management, Bangladesh)

Hong Kong Institute of Human Resource Management (www.hkihrm.org.hk)

India (National Institute of Personnel Management, India) (www20.brinkster.com/nipm)

Indonesia (Perhimpunan Manajemen Sumberdaya Manusia, PMSM)

Japan (Japan Society for Human Resource Management, JSHRM) (www.jshrm.org)

Malaysia (Malaysian Institute of Human Resource Management, MIHRM)

New Zealand (Human Resources Institute of New Zealand) (www.hrinz.org.nz)

Papua New Guinea (Papua New Guinea Human Resources Institute, PNGHRI)

Philippines (Personnel Management Association of the Philippines, PMAP) (www.pmap.org.ph)

World Federation of Personnel Management Associationswww.wfpma.com

At the international level, the World Federation of Personnel Management Associations (WFPMA) is the largest organization for HR professionals. Founded in 1976, it is a global network of HR professionals. Its members are continental federations that are made up of more than 50 national personnel associations representing over 300,000 professionals. Its secretariat is based at the Chartered Institute of Personnel and Development in London, England. These four continental federations are:

Asia Pacific Federation of Human Resource Management

European Association for Personnel Management Inter-American Federation of Personnel

Administration North American Human Resource Management

Association

The main objectives of WFPMA are to: Improve the effectiveness of personnel

management, as well as the importance of its role in all organizations.

Assist in the development of regional and national personnel management associations.

Maintain contacts with all its member associations as well as with other similar organizations.

Support (and represent if requested) personnel management associations in their contact with world organizations such as ILO, UNESCO, and UN.

Undertake research activities on personnel issues worldwide.

The WFPMA World Congress is held every two years: 1986: Washington DC, USA 1988: Sydney Australia 1990: Buenos Aires, Argentina 1992: Madrid, Spain

Major HR Professional Institutes In The Asia Pacific

M any HR professional institutes have been formed at both the national as well as internationallevels in the Asia Pacific region. It is important as a HR professional to be aware of theseinstitutions as it will help you go a long way in navigating the HR landscape regionally. Some of

the institutions are given below:


Singapore (Singapore Human Resources Institute, SHRI) (www.shri.org.sg)

Sri Lanka (Institute of Personnel Management Sri Lanka, IPMSL) (www.ipmsl.org)

Taiwan (Chinese Taipei—Chinese Human Resource Management Association (www.chrma.org.tw)

Thailand (Personnel Management Association of Thailand, PMAT)

ASEAN Human Resource Management FederationIn 1991, several HRM associations from Indonesia, Malaysia, Philippines, Singapore, and Thailand became the founder members of the ASEAN Human Resource Management Federation. The new organization was formed with the support of the WFPMA and the Asia Pacific Federation for Human Resource Management (APFHRM). The Federation’s secretariat is rotated among member institutions. Since its formation, the Federation has been holding regular conferences in the region.

Professional Institutes in Mainland ChinaAfter China introduced its “open door” policy, many foreign investors have set up operations in the Special Economic Zones and major cities such as Beijing, Shanghai, Guangzhou, and Tianjin. HR functions are usually delegated to local deputy managers who are more familiar with Chinese HR practices. During the past decades, several professional associations have been formed. Some examples are:

Human Resources Association in Foreign Enterprises, Beijing (www.bjhr.org)

Guangzhou Labour Management Association (www.5labour.com)

TEDA Association of Human Resource Management (Tianjin) (www.tedahrm.org)

Professional Institutes in China Hong KongIn Hong Kong Special Administrative Region, the major professional institutes are:

Hong Kong Institute of Human Resource Management

Institute for Training and Development Civil Service Training and Development Institute

Hong Kong Institute of Human Resource Management www.hkihrm.org

The Hong Kong Institute of Human Resource Management (formerly Hong Kong Institute of Personnel Management) was founded in 1977 and has about 3,500 members. It

offers a range of courses from very short specific courses (on topics such as labor legislation) to longer programs for HR practitioners. It also conducts surveys on pay and organizes seminars on current HR issues. In 1996, it hosted the World Congress on Personnel Management, the first world congress to be held in Asia. It was organized in conjunction with the WFPMA. The theme was: Global Challenges and Country Practices in People Management.

The Institute of Development and TrainingThe Institute of Development and Training (IDT) was founded in 1964 (as the Institute of Training Officers) in the United Kingdom and the Hong Kong branch was formed in 1974. The IDT offers a certificate in training and development (in conjunction with the Hong Kong Technical Teachers College) that qualifies students for associate membership in the institute. Its diploma in training management qualifies students for corporate membership in the institute. These diplomas have been offered in cooperation with both the Chinese University of Hong Kong and the Asia-Pacific International University (formerly University of East Asia) in Macau. Civil Service Training and Development Institute www.info.gov.hk/cstdiIn Hong Kong, the Civil Service Training and Development Institute (CSTDI) is the training agency of the HKSAR government. It provides training and consultancy services to the public sector.

Professional Institutes in JapanJapan Society for Human Resource Management (JSHRM) www.jshrm.org

The Japan Society for Human Resource Management was formed in April 2000. It is a relatively new organization when compared to others in Asia. Its mission is to improve the competency of HR practitioners and provide them with global views in respect of their capabilities of linking management and employment strategies.

Japan Institute of Labour www.jil.go.jpThe present Japan Institute of Labour (JIL) was formed with the merger of the former Japan Institute of Labour (established in 1958) and the National Institute of Employment and Vocational Research (established in 1969). The JIL has published many research reports and bulletins that provide useful information on labor and HR issues.


Professional Institutes in MalaysiaIn Malaysia, the major HR-related professional institutes are:

Malaysian Institute of Human Resource Management

Institute of Training and Development Institut Tadbiran Awam Negara

Malaysian Institute of Human Resource Management www.mihrm.com.myThe Malaysian Institute of Human Resource Management (MIHRM) was started in 1975 as the Malaysian Institute of Personnel Management. Its major events include National HR Awards and HR Managers Summit. In addition to its main office in Petaling Jaya, it has branches in Johor Bahru, Penang, and Sabah. It conducts numerous courses related to HRM. Its diploma in personnel management was introduced in 1987 in conjunction with the Faculty of Management of the National University of Malaysia (Universiti Kebangsaan Malaysia). In 1996, MIPM signed a memorandum of understanding with the University of Portsmouth to launch a Masters programme in HRM.1

Institute of Training and Developmentwww.itd.com.myThe Institute of Training and Development (ITD) was formed in 1974. It provides a wide range of management programs.

Institut Tadbiran Awam NegaraThe Institut Tadbiran Awam Negara (popularly known as INTAN or National Institute of Public Administration) provides training for public sector employees.

Professional Institutes in the PhilippinesIn the Philippines, the Personnel Management Association of the Philippines (PMAP) (www.pmap.org.ph) was started in 1956. It has 17 chapters throughout the country. HRM Development Centre (HRMDC) is its training arm and conducts a wide range of programs. The Society of Fellows in Personnel Management is an affiliate of PMAP. It offers opportunities for professional growth. In 1996, PMAP hosted the 3rd ASEAN Human Resource Management Federation Conference in Makati City to coincide with its own 40th anniversary celebration and its 32nd National Conference. There is a separate Philippine Society for Training and Development (PSTD). At the University of the Philippines, the Asian Labour Education Centre (ALEC) was set up in 1954 as a training center for trade unionists.2 The School of Labour and Industrial Relations (SOLAIR) has several research projects doing comparative studies on human resource management in Japanese and local firms in the Philippines.

Professional Institutes in SingaporeIn Singapore, the major professional institutes are:

Singapore Human Resources Institute Singapore Training and Development Association Ong Teng Cheong Institute of Labour Studies Civil Service College

Singapore Human Resources Institutewww.shri.org.sgThe Singapore Human Resources Institute (SHRI) is a not-for-profit organization founded in 1965. It was formerly known as Singapore Institute of Human Resource Management. In 1971, a Professional Code of Ethics was adopted to encourage members to maintain high professional standards. As an organization representing the HR professionals, the SHRI has on numerous occasions, submitted its views to the relevant authorities on HR-related issues such as the extension of retirement age, problems of the aged, and national wages policies. The SHRI conducts courses leading to the award of certificates, diplomas, and degrees in HRM. The degrees are conferred by foreign universities. In 2006, SHRI hosted the 11th World Congress in cooperation with the WFPMA. The SHRI has several publications to disseminate information and knowledge to members:

HR Singapore: Contains summaries of the latest HR events and policies in Singapore

Human Capital: This monthly magazine contains articles and reports on HR theories and practices

Research & Practice in Human Resource Management: This journal is published jointly with Curtin University of Australia

Singapore Training and Development Association www.shri.org.sgThe Singapore Training and Development Association (STADA) was formed in 1972. It conducts a wide range of programs to enhance the skills of training professionals. It also offers bachelor and master degree programs jointly with foreign universities.

Ong Teng Cheong Institute of Labour StudiesIn 1990, the National Trades Union Congress (NTUC) set up the Singapore Institute of Labour Studies (SILS) to provide labor education in Singapore. The SILS was later renamed Ong Teng Cheong Institute of Labour Studies in commemoration of the late NTUC Secretary General. The main objective of the institute is to train union leaders to manage their organizations, represent workers’ interests, and help to establish good employment relations. Included in its wide range of courses are the diploma and certificate courses on employment relations. The Institute also conducts research on employment issues.


Source:1. Tan, V.1996. “MIPM Country Report” AHRMF Member Letter: Quarterly News from the ASEAN Human Resource Management Federation June:5–7.

2. Sison, P.S. 1981. Personnel and Human Resource Management, 5th ed. Manila: Rex Book Store.

3. Harnamornet, Dhanadol. 1996. “Current Human Resource Movement: A Report from Thailand.” AHRMF Member Letter: Quarterly News from the ASEAN Human Resource Management Federation June 3–4.

Civil Service College www.cscollege.gov.sgThe Civil Service College (CSC) provides training for public sector employees. The CSC International provides services to international organizations that are interested in Singapore’s public sector management.

Professional Institutes in ThailandIn Thailand, the major HR professional institutes are:

Personnel Management Association of Thailand Thailand Productivity Development Centre

At Thammasat University, its Human Resource Institute conducts seminars and research on HRissues and policies. At Chulalongkorn University, its Sasin Graduate Institute of Busines Administrationhas linked up with the University of London’s School of Oriental and African Studies to offer a Master degree programme in HR.3

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