Towards an Asian model of human resource management? A comparative analysis of China, Japan and South Korea

Abstract

There has been much discussion regarding the possible decline and weakening of national systems of human resource management (HRM). Yet, culture and institutions are often cited as the major stumbling blocks to this outcome. Such constraints may dissipate in the analysis, particularly if ‘regional clusters’ are considered where geographic and cultural closeness and ‘openness’ to similar economic pressures exist. In such cases, it might be postulated that convergence in HRM will occur. We argue that China, Japan and South Korea represent such a cluster. This article examines these countries, to see if a degree of convergence is taking place and if it is towards an identifiable ‘Asian’ model of HRM. A model of change is presented that distinguishes between levels of occurrence and acceptance. Details of the development and practice of HRM in each country are then set out. The article ends with a discussion and implications section and a brief conclusion.

Keywords:

• Asia
• Change
• China
• convergence
• culture
• globalization
• institutionalization
• Japan
• Korea
• workforce
• unions

Notes

Chris Rowley, Faculty of Management, Cass Business School, City University, 106 Bunhill Row, London, EC1 8TZ, UK ([email protected]). John Benson, Department of Management, University of Melbourne, Parkville, Australia, 3010 ([email protected]). Malcolm Warner, Judge Institute of Management, University of Cambridge, Cambridge CB2 1AG, UK ([email protected]).

1. The other two levels are: 1) industrial, occupational federation or regional council – unions here generally consult and discuss with their members, but not directly with employers; 2) national – the peak bodies are the FKTU and the independent Korean Confederation of Trade Unions (KCTU), which emerged in 1995.