Harish C. Jain

Human resource management in developing economies: a comparison of India and Thailand

This paper reports the results of surveys of firms that were conducted both in India and Thailand. The surveys centred on a wide range of human resource management practices (staffing, training, compensation and evaluation). The sample consisted of both the subsidiaries of multinational corporations and locally owned companies. Statistical analysis suggests pronounced differences in employment practices between India and Thailand in some areas, while considerable similarities in other areas. The study controls for a variety of organizational factors (e.g., firm size, ownership (foreign versus domestic), union status).

Multinational corporations, human resource management and host-country nationals

This paper provides an overview of the articles contained in this special issue of the International Journal of Human Resource Management. The theme of this issue is the nature and impact of the human resource management practices of multinational corporations as applied to host-country nationals employed in subsidiaries. The editors first lay out some conceptual and ethical considerations relevant to this topic. We then provide a synopsis of each article and discuss some of the linkages among these. Finally, we lay out implications drawn for these articles, as well as the literature more generally, for future research in this area.

Managing workforce diversity for competitiveness The Canadian experience

Addresses the two important trends of the 1990s: workforce diversity and growing competitive challenge as a result of globalization. Considers the social, economic and political issues involved. Asks whether the trends are compatible, and whether solutions to one trend are creating problems in dealing with the other. Looks at each trend, and summarizes policy responses using Canadian data. Discusses implications for research and policy.

Affirmative Action in Employment for the Scheduled Castes and the Scheduled Tribes in India

Focuses on affirmative action programmes in India for people belonging to the scheduled castes and the scheduled tribes in the sphere of employment. The constitutional safeguards and the measures initiated to give effect to them are briefly reviewed. Examines the progress achieved in realizing the goals in terms of the fulfilment of the quotas (i.e. reservation targets) and discusses the problems in implementing the affirmative programmes. The extremely complex Indian experience sheds light on various unique measures initiated to give effect to public policy concerning affirmative action programmes. It affords many lessons for other countries wishing to pursue similar objectives.

Employment equity in Canada and South Africa: a comparative review

The South African Government has sought to redress the historical legacy of workplace discrimination by introducing the Employment Equity Act (1998), which was largely modeled on the Canadian Employment Equity Act. Although there is very little comparative information between South Africa and Canada, we fill this gap by reviewing the literature in both countries, highlighting common features of the legislation, discussing the effectiveness of legislation in both countries as well as the progress made by the designated groups covered by the legislation. This paper provides a background on the rationale for employment equity and associated human resource management policies in both Canada and South Africa. The analysis is largely based on institutional theories of organizations. Our evaluation provides overall conclusions for policy makers and organizational leaders, taking into consideration socio-historical, political, and demographic differences between the jurisdictions. Issues include top management commitment, organizational culture, Black economic empowerment, and diversity policies and practice.

Human resource practices and discrimination in South Africa: overcoming the apartheid legacy

While there is some level of isomorphism and convergence in HRM practices, country-specific differences remain, notwithstanding globalization and the influence of increasingly powerful multinationals. Much work has occurred on diversity management and cultural aspects of management in South Africa (SA). This analysis finds that local institutional context in labour relations and particularism in practices remain important, although the influence of convergent forces such as globalization, information technology and increased competition has become much more prominent in post-apartheid SA. Human resource practitioners in SA see the most important workplace challenges as performance improvement, employment equity, training and development and managing trade union expectations. This article critically evaluates the effects of recent legislative measures, particularly labour court and arbitration awards aimed at addressing the adverse impact of past unfair discrimination on pay practices and skills development. The latter are found to be interrelated, sensitive and difficult areas of discrimination in respect of legal proof.

An assessment of employment equity and Broad Based Black Economic Empowerment developments in South Africa

Purpose – The purpose of this paper is to provide an assessment of employment equity, Broad Based Black Economic Empowerment (BBBEE) and associated human resource management policies in South Africa. Polices and practices, and progress in representation of formerly disadvantaged groups are evaluated.Design/methodology/approach – The paper comprises a general review using descriptive primary and secondary data and qualitative organizational factors.Findings – The pace of representation and diversity at organisational levels is incremental rather than transformational. Conclusions for policy makers and organizational leaders are drawn, taking into consideration socio‐historical, political and demographic context of this jurisdiction.Originality/value – The papers findings and conclusions are pertinent for public and organizational policy and practice.

Women in trade unions in India

This paper on women in labour unions in India highlights the occupational segregation suffered by women in union structures. The authors explore and document the extent of female participation in trade unions in India. They suggest that less than 8 per cent of the 380 million workforce in India are unionized and women account for a very small fraction of trade union membership. They provide a number of reasons for the low female membership and participation in unions. In the occupations where women are organized, the incidence of union leadership among women varies considerably. On the positive side, the authors note that India has been a pioneer in organizing women in the informal sector such as workers’ cooperatives, self help groups such as Working Women’s Forum and Self Employed Women’s Association etc. In fact, they find that these unions are creating social unionism, thereby rewriting the meaning of trade unionism. The focus is on broad objectives of empowerment, development and fighting for their rights rather than the business unionism in North America (that is, focus on the bread and butter issues alone). The initiatives dictated by the Indian Constitution such as reservations or quotas for scheduled castes and scheduled tribes may have to be applied to labour unions and the private sector employers in the case of women in India. Policy makers and managers can learn a great deal from the theories discussed above.

Workplace Substance Testing—An Exploratory Study

This study, using 1993 survey data taken from large Ontario, Canada, headquartered organizations (n = 127), compares workplace substance testing versus nontesting organizations based on a number of external and internal factors. Results showed that few Canadian organizations conduct workplace substance testing. Variables such as sector, location of operations, risk sensitivity and organizational structure appear to be not related to the workplace substance testing decision. Partial support was found for age and size of organization (measured in sales volume) as differentiating workplace substance testing organizations from non-testers. Public policy implications based on these findings are provided.

Human resource management in the new economy in India

Although India has only recently captured the attention of both foreign firms and management scholars based outside India, mainly as a result of the economic liberalization of 1991, the fact is tha...