Yoshio Yanadori

This chapter analyzes the human resource management (HRM) practices in South Korea, juxtaposing them with those of Japan and China, within the context of their institutional environments and cultural values. It explores how Korea’s HRM is influenced by its historical interactions with Japan – a model of economic development despite colonial tensions – and China, the origin of Confucianism, which deeply permeates Korean culture. The chapter examines Korean HR practices (recruiting and selection, training and development, pay and benefits, retention and outplacement, industrial relations, diversity and employee wellbeing, and global talent management), summarizing the persisting commonalities it has with Japanese and Chinese HR practices. It also discusses the distinctive Korean HR practices, driven by the adoption of neoliberal market principles and changes in cultural values. It concludes by contemplating the convergence and divergence of East Asian HRM.

Facing the difficulty in meeting the increased labor demand, the hotels in Japan started employing workers that have been traditionally overlooked (e.g., women, foreign workers, and senior workers). Consequently, workforces are increasingly diverse in Japan’s hotel industry. Drawing on the interviews with the general managers and human resource managers of the hotels operating in Japan, we explore how they are managing their diverse workforces, with a particular focus on two workforce groups: women and foreign workers. Our interview participants consistently value the diverse perspectives these non-traditional workforces bring to the organizations. At the same time, two management challenges emerge: underrepresentation of women at the management level and cultural conflicts between Japanese and foreign workers. Our interviews illuminate the efforts made by the headquarters and general managers to address (and preempt) these challenges and capitalize on the workforce diversity for enhanced operational effectiveness.

Purpose: Rethinking how to build resilience in supply chains is once again highlighted by COVID-19. Research on supply chain resilience has established flexibility as a firm-level antecedent that contributes to supply chain resilience. However, the authors know little about how supply chain flexibility is developed within a firm. Drawing on social capital theory, the authors claim that the way supply chain managers are embedded in their social networks plays a critical role in developing this antecedent. Specifically, the authors hypothesize that supply chain managers' structural and relational embeddedness in their reference network, comprised of individuals from whom they seek advice, is instrumental to developing supply chain flexibility, which subsequently enhances the firm's supply chain resilience.Design/methodology/approach: Survey data collected from 485 manufacturing firms in Australia and Hayes and Preacher's (2014) parallel multiple mediator model were employed to empirically test the hypotheses.Findings: The findings of the study establish that supply chain managers' structural and relational embeddedness in their reference network indeed have implications for developing supply chain resilience. Furthermore, the mediator through which managers' social embeddedness influences supply chain resilience is identified in the current study.Originality/value: The study contributes to the extant literature on supply chain resilience, investigating the role that supply chain managers' social capital play in developing the resilience of their firm.

Purpose: COVID-19 once again showed the importance of building resilience in supply chains. Extant research on supply chain resilience management has successfully identified a set of organizational antecedents that contribute to supply chain resilience. However, little is known about the mechanisms by which these antecedents are developed within a firm. Drawing on the dynamic managerial capabilities theory, the current study aims to investigate the critical role that supply chain managers play in developing the organizational antecedents. Specifically, this study shows that supply chain managers' social capital, human capital and cognition are instrumental to the development of three organizational supply chain resilience antecedents: visibility, responsiveness and flexibility, which subsequently enhance the firm's supply chain resilience.Design/methodology/approach: The authors employ survey data collected from 598 manufacturing firms in Australia, and Hayes and Preacher's (2014) parallel multiple mediator model to empirically test the hypotheses.Findings: The findings of the study establish that supply chain managers' social capital, human capital and cognition indeed have implications for developing supply chain resilience. Furthermore, the mediators through which managers' social capital, human capital and cognition improve supply chain resilience are identified in the current study.Originality/value: The study contributes to the extant literature on supply chain resilience, investigating the role that supply chain managers play in developing the resilience of their firm.

Despite the expected advantages of appointing women to corporate leadership roles, empirical evidence provides mixed support for the positive relationship between women's representation in the top management team (TMT) and subsequent firm performance. Considering the evidence that female TMT members are often paid less than their male colleagues, this study examines the implications of a gender pay disparity for the relationship between women's representation in the TMT and firm performance. Our analysis that draws on TMT pay data in public Australian firms demonstrates that gender pay disparities within TMTs negatively moderate the relationship between women's representation in the TMT and subsequent firm performance. Specifically, when female TMT members are paid less than their male colleagues, and this gender pay disparity is large, women's representation in the TMT is negatively associated with firm performance.

In this study, we examine how establishment‐level aggression originating from customers can lead to voluntary turnover. We also examine whether establishment‐level factors, such as collective voice, high involvement work practices and control‐based work practices, moderate this relationship. By analysing a sample of 139 call centres in Canada, we found that establishment‐level customer aggression is positively related to the workforce quit rate. Furthermore, we found that this positive relationship is weaker in establishments where employees have access to collective voice and in establishments that use fewer control‐based human resource practices.

In virtually all economies, executive positions are highly male dominated. This study examines the pay gap between male executives and female executives in large Australian firms from 2011 to 2014 to evaluate whether female executives are paid equitably compared with male executives. The mean pay comparison shows that female executives earn 80.7% of the total pay earned by male executives. A large part of the gender pay gap is explained by differences in positions held; female executives are particularly underrepresented in highly paid executive positions. After controlling for executive position and other relevant individual and firm characteristics, there remains a 15.1% gender gap in total pay. Our findings suggest that to achieve the goal of gender equity, both the proportion of women at executive level and the executive-level gender pay gap need to be monitored.

Incentives are financial or nonfinancial inducements offered to influence employees' future behavior.