Antecedents and consequences of dimensions of human resource management practices in Vietnam

Abstract

The purpose of this study is to extend the empirical research concerning the impact of human resource management (HRM) practices on organizational effectiveness into the context of developing and transitional economy countries. From a survey of 137 cross-sector companies, it was discovered that there are five dimensions of HRM practices currently in use in Vietnam. Variation in the application of these dimensions can be partly traced to several organizational characteristics, but most salient is the perception of management on the value of human resources. In some dimensions, this variation constitutes a source of the difference in the perceptual company performance. These findings break new ground to propose a process for implementing HRM practices in Vietnam.

Strategic integration of HRM and firm performance in a changing environment in China: the impact of organisational effectiveness as a mediator

“…A study using a sample from another transitional economy (Vietnam) also found a strong positive relationship between HRM and organisational effectiveness (Thang and Quang 2005). Similar to our study, market (financial) performance and organisational effectiveness were separately measured; however, the authors did not discuss the relationship between the two measures.…”

Does Ownership of Higher Education Institute Influence Its HRM Patterns? The Case of Pakistan

“…This is quite consistence with earlier studies (Tung and Havlovic, 1996;Budhwar and Boyne, 2004;Thang and Quang, 2005;Wei and Lau, 2005;and Pearson et al, 2006). This means that the significant difference between them regarding age and size has made no impact at all on structure, strategy and other characteristics of HRM.…”

“…Numerous studies in the US have found positive relations between presence of an HR department and HRM practices (Galang and Ferris, 1997). Second group includes studies which do not confirm the relationship of some organizational characteristics upon HRM (Tung and Havlovic, 1996;Poole and Jenkins, 1997;Budhwar and Boyne, 2004;Rodwell and Teo, 2004;Thang and Quang, 2005;and Pearson et al, 2006). Third group includes the studies in which researchers do realize a weak influence of organizational characteristics but considers some other influences more important than these variables (Budhwar and Sparrow 1997;Budhwar, 2000;and Andolsek and Stebe, 2005).…”

“…Whereas, public-sector firms are owned, funded and controlled collectively by members of political communities at different levels of government (Bozeman, 1987). Research has shown the influence of ownership on HRM policies and practices (Dimick and Murray, 1978;Jackson et al, 1989;Lawler et al, 1995;Hsu and Leat, 2000;Thang and Quang, 2005;Ercek, 2006). 1970s, public-sector managers have been encouraged to emulate the workplace practices and policies of the private sector (Ferlie et al, 1996;Box, 1999).…”

Using Appreciative Inquiry to Frame the Appraisal of an Australian Initial Teacher Education Program

“…For example, the Bologna Process has forced universities to confront substantial changes and challenges and subsequently to rethink existing concepts of learning and teaching (European Centre for the Development of Vocational Training, 2009). What is more, effectively dealing with continuous change provides a competitive advantage (Thang & Quang, 2005), a key consideration for most contemporary higher education institutions. In the case of the context of this paper-initial teacher education (ITE) in Australia-it is also incumbent on university educators to ensure that program content and delivery prepare pre-service teachers to meet the requirements of the newly-ratified Australian Institute for Teaching and School Leadership (AITSL) National Standards for Graduate Teachers (see AITSL, 2011b), including the ability to teach effectively within the emergent K-12 National Curriculum (see Australian Curriculum and Reporting Authority, 2011).…”