J.B. Cunningham, Y.A. Debrah and S. Petzall
Seeks to better understand the implications of Japanese management methods in non‐Japanese and non‐Western contexts. Utilizes a framework proposed by Young to assess the…
Abstract
Seeks to better understand the implications of Japanese management methods in non‐Japanese and non‐Western contexts. Utilizes a framework proposed by Young to assess the implementation of Japanese management practices in Singapore. Based on comparative case studies of five Japanese multinational companies in Singapore, explores their ability to use or adapt practices employed in Japan. Concludes that, on the whole, the companies successfully sought to modify features of the Singaporean environment to suit Japanese manufacturing methods, though they were forced to make some concessions to local conditions. Supports Young’s call for further research, where the ability to compare directly the experience of both Japanese subsidiaries and non‐Japanese companies seeking to adopt Japanese manufacturing techniques would be a distinct advantage.
Details
Keywords
Stanley Petzall and Quentin Willis
Australia's increasing interest and orientation towards the Pacific‐Asian area and the need for more knowledge and understanding of differing cultural values and leadership styles…
Abstract
Australia's increasing interest and orientation towards the Pacific‐Asian area and the need for more knowledge and understanding of differing cultural values and leadership styles in that area, motivated the present writers to study the leadership and managerial styles of both Australian and International managers. Also, this research was prompted by the need to provide a more extensive study compared with an earlier one, carried out in 1988, with a sample consisting exclusively of Australian managers. The 1988 study was reported in an earlier issue of Management Research News (Petzall and Willis, 1990).
Bernard O'Meara and Stanley Petzall
This paper seeks to investigate the role of the university chancellor in the appointment of Australian vice‐chancellors.
Abstract
Purpose
This paper seeks to investigate the role of the university chancellor in the appointment of Australian vice‐chancellors.
Design/methodology/approach
Prior to this research it was evident that little research had been undertaken on the role of the chancellor. While the chancellor chairs Council, the incumbent also presides over quite a complex selection process, including chairing the selection Panel, when the need to appoint a new VC arises. Research into the recruitment and selection practices used to appoint vice‐chancellors in Australia, undertaken as part of a PhD, yielded a wide range of useful material. The research also exposed some unexpected surprises, one of which was the role of the chancellor in the appointment process.
Findings
The chancellor not only appeared to lead these processes, as would be expected, but was viewed as the key, if not sole, person who determined the successful candidate. It was found that the relationship between the chancellor and vice‐chancellor was crucial and this was evident both in determining successful candidates and the decision for incumbents to seek a role elsewhere. However, in almost all cases the chancellor made the final decision when appointing a new VC. In some cases it appeared that selection panels considered their role as being simply to assist the chancellor to make a decision. This contrasted with the expectation that the panel as a whole would make a decision and recommend it to Council.
Originality/value
Thus understanding the role of the chancellor is important when considering university governance and VC succession. This paper provides the findings of the research highlighting the significance of the chancellor's role in the context of appointing a new VC.
Details
Keywords
Bernard O'Meara and Stanley Petzall
The research presented here attempts to identify and analyse the reported selection criteria used in the appointment of Australian vice‐chancellors (VCs) and to contrast this with…
Abstract
Purpose
The research presented here attempts to identify and analyse the reported selection criteria used in the appointment of Australian vice‐chancellors (VCs) and to contrast this with the selection criteria actually used.
Design/methodology/approach
Contemporary research into the nature, role and purpose of section criteria in appointment processes has chiefly been conducted in the private sector and across various hierarchical levels. The research is based on a PhD entitled “The recruitment and selection of vice‐chancellors for Australian universities”. The research for the thesis had ethics approval and involved interviews with former and incumbent chancellors, VCs, consultants, representatives of the Australian Vice‐Chancellors Committee and selection panel members. Central to this research was the selection criteria and the skill bases selection criteria attempted to measure. A questionnaire was also sent to those listed above.
Findings
The findings show that a matching of organisational antecedents with candidate attributes does occur. The research also highlights the key selection criteria used to appoint VCs. It also demonstrates how these key criteria are universally applied but in different orders depending upon the various foci of universities. Non‐stated, but important, criteria and competencies are also discussed.
Originality/value
No other research exists outlining the skill sets and competencies required by Australian VCs. It is hoped that this research will form the basis for further research and discovery into this field that we know so little about.
Details
Keywords
The purpose of this paper is to analyse the factors in the under‐representation of female Rectors/Vice‐Chancellors (VCs), Vice‐Rectors/Deputy Vice‐Chancellors (DVCs), and…
Abstract
Purpose
The purpose of this paper is to analyse the factors in the under‐representation of female Rectors/Vice‐Chancellors (VCs), Vice‐Rectors/Deputy Vice‐Chancellors (DVCs), and Pro‐Rectors/Pro Vice‐Chancellors (PVCs) – collectively described as the University Executive or senior management – in Turkey and Australia. This includes support and mentoring, recruitment and selection processes, and the role of Rectors/VCs.
Design/methodology/approach
Qualitative interviews are conducted with both male and female senior managers in old and new and metropolitan and regional universities in Turkey and Australia.
Findings
It is found that some women have difficulty getting into senior management, and generally their support or mentoring came from further down the organization than for men. In both countries male and female managers consider that Rectors/VCs are particularly influential in senior management appointments, with women perceiving this as a barrier. The particularly low representation of women in senior management in Turkey reflects the absence of equity frameworks, but also role conflict which is more likely to impact on women in relation to senior management rather than academic appointments.
Practical implications
This research indicates that it is still difficult for women in both countries to be appointed to senior management roles in Universities and that support, networks and the role of Rectors/VCs in the appointment process are important factors. Awareness about gender in senior management links back to legislative frameworks or lack of them. Universities in Australia – unlike Turkey – are required to report annually on their commitment to addressing under representation of women in their workforce. The impact of legislative compliance has been to sensitise both men and women in universities to gender issues. Turkey, by contrast, continues to have low representation of women in senior management and no legislative imperative to address this inequality. And because many women in Turkey decide not to apply for senior management positions due to conflict between work and family responsibilities, their representation remains low and fails to challenge the prevalent view that gender is not an issue in senior management.
Originality/value
The paper demonstrates that equity frameworks –or lack of them – may have an impact on the representation of women in higher education (HE) senior management in Turkey and Australia but that cultural factors such as role conflict may also prevent women in Turkey from applying for senior management positions.
Details
Keywords
Somchanok Passakonjaras and Yanki Hartijasti
Indonesia was chosen to be a site of study on leadership style due to its high economic growth potential. The primary objectives of this study are twofold. This paper aims to…
Abstract
Purpose
Indonesia was chosen to be a site of study on leadership style due to its high economic growth potential. The primary objectives of this study are twofold. This paper aims to, first, explore the leadership styles of Indonesian managers and investigate whether the full range leadership theory by Bass (1985), i.e. transformational, transactional and laissez-faire leadership, is applicable in the Indonesian context and second, investigate whether there are differences in leadership styles among Indonesian managers, as Indonesian people are composed of over 300 ethnicities.
Design/methodology/approach
Respondents were asked to rate their direct bosses on leadership and their perceived performance on an multifactor leadership questionnaire. In all, 425 Indonesian managers participated in the study. Multiple regression and t-test were used to address the above research questions.
Findings
Results indicated that the full range leadership theory is applicable in the Indonesian context, in which Indonesian people generally rate their superiors who use transformational leadership higher than those who use transactional and laissez-faire leadership. Ethnic differences in leadership style were found between that of Padang and Javanese and of Padang and Chinese. Padang managers, whose cultural values are quite unique, seem to practice more transformational leadership and contingent reward, which is a positive reinforcement in transactional leadership.
Research limitations/implications
Common method bias may occur due to the single source of data, i.e. subordinates. The confidentiality of the survey helps reduce the bias as subordinates could evaluate their bosses in a true manner. In addition, categorizing ethnicities among Indonesians is not an easy task. A finer distinction of ethnicities is certainly needed in future research.
Practical implications
The results are useful for human resource department in selecting the potential leaders, as transformational leaders are generally more preferable. In addition, the findings shed some light on the effective leadership styles of Indonesian managers perceived by their subordinates.
Originality/value
One major theoretical contribution of this study is a proof of the applicability of the full range leadership theory by Bass (1985) in Indonesian work setting. It confirms the extension of the theory’s universality. A unique theoretical contribution of this study is its being the first study that addresses the ethnic differences in leadership style in Indonesia.
Details
Keywords
In 1996, there were about six hundred and fifty overseas‐trained medical doctors who had immigrated to New Zealand but were unable to practice their profession even though the New…
Abstract
In 1996, there were about six hundred and fifty overseas‐trained medical doctors who had immigrated to New Zealand but were unable to practice their profession even though the New Zealand Qualifications Authority (NZQA) had assessed their medical qualifications as equivalent to similar qualifications in New Zea land. These immigrants were subjected to structural discriminator practices of the medical Council of New Zealand (MCNZ) by which qualified medical doctors from non BASIC (Britain, Australia, South Africa, Ireland and Canada) countries were not allowed to register as medical practitioners in New Zealand. The privilege conferred on the MCNZ by the 1968 Medical Practitioners Act allows it to be selective in re cognising medical qualifications. As a consequence of this discriminatory practice many of the foreign trained doctors were unemployed while others worked as process workers, taxi drivers, petrol pump dispensers and pizza deliverymen in the period covered in this article (Selvarajah, 1997). This article provides a case history between 1995 and 2000 on the concerns and conditions of a group of foreign‐trained medical professionals (doctors and specialists) whose application to settle in New Zealand was processed by the New Zealand government prior to June 1995.
Details
Keywords
Sehrish Shahid, Kuldeep Kaur, Syed Mofazzal Mohyuddin, Verma Prikshat and Parth Patel
The purpose of the paper is to conduct a review of the literature on human-robot collaboration across different functions and activities of human resource management (HRM) and…
Abstract
Purpose
The purpose of the paper is to conduct a review of the literature on human-robot collaboration across different functions and activities of human resource management (HRM) and discuss its importance for change readiness in organizations.
Design/methodology/approach
A bibliometric analysis was conducted to identify emerging research themes in the fields of human resources (HR) and robotics, including change readiness. Based on the initial results of the bibliometric analysis, a systematic literature review was subsequently performed to gain a more specific understanding of research across various HRM functions and change readiness.
Findings
The results from bibliometric analysis and systematic review highlight that technological progression in HRM, such as AI-driven staffing and training techniques, improves effectiveness and personalization but raises concerns about privacy and job scrutiny. AI and robotics in performance evaluation enhance objectivity and reduce subjectivity, which can lead to disengagement. Generational differences, cultural factors and emotional quotient complicate readiness to adopt new technologies. The research emphasizes balancing technological effectiveness with employee involvement and meaningfulness to ensure successful implementation and engagement.
Originality/value
This paper synthesizes existing research, including literature, theoretical concepts and models, to identify best practices and successful strategies for implementing human-robot collaboration in HRM functions. It highlights gaps in the current literature and suggests areas for future research to advance the field of human-robot collaboration in HRM. By doing so, this paper enhances theoretical understanding while offering practical insights essential for effective change management.
Details
Keywords
Weichun Zhu, Fred Luthans, Irene K.H. Chew and Cuifang Li
With globalization and accompanying expatriation becoming a reality for developed countries, including those that have recently arrived in Southeast Asia, this study explored the…
Abstract
Purpose
With globalization and accompanying expatriation becoming a reality for developed countries, including those that have recently arrived in Southeast Asia, this study explored the effects of family and personal characteristics on Singaporeans’ willingness to accept an expat assignment.
Design/methodology/approach
Data were collected from a random sample of 191 managers and engineers across a number of organizations in Singapore.
Findings
The results indicated that the perception of a negative influence on family members has a negative impact on Singapore engineers and managers intention to accept an international assignment. Further, both need for achievement and perseverance personal characteristics had a positive impact on intention for an international assignment.
Originality/value
The study findings suggest how international human resource manager can provide help to expatriates and their family in dealing with family issues related to expatriation.
Details
Keywords
A.Z. Keller and A. Kazazi
Examines Just‐in‐Time (JIT) from its evolution as a Japaneseconcept through to a review of its philosophy and implementation. Citesseveral techniques of implementation. Includes a…
Abstract
Examines Just‐in‐Time (JIT) from its evolution as a Japanese concept through to a review of its philosophy and implementation. Cites several techniques of implementation. Includes a review of the early work of various researchers and practitioners. Concludes that JIT is a very effective manufacturing philosophy which is universal in nature encompassing all aspects of manufacturing. Suggests a few deficiencies in current literature.