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    The Changing Role of the Human Resource Profession in the Asia Pacific Region
    The Changing Role of the Human Resource Profession in the Asia Pacific Region
    The Changing Role of the Human Resource Profession in the Asia Pacific Region
    Ebook315 pages1 hour

    The Changing Role of the Human Resource Profession in the Asia Pacific Region

    By Jayantee Saha and Chris Rowley

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    About this ebook

    The human resource (HR) profession has been on a long and challenging journey. Globalisation and sweeping policy changes have re-defined and re-aligned HR and its role. It is important for HR professionals to develop and become innovators in their respective industries. The Changing Role of the Human Resource Profession in the Asia Pacific Region is based on case-studies of retail, tourism, healthcare, security, education, and energy, spread across the greater Asia Pacific (AP) region. The book rests on the principle of the laws of attraction, that ‘thoughts become things’ and argues that acknowledging good human resource policies and practices can be a key influence on all aspects of an organisation. After an introduction, five chapters cover key topics: six major industries; changing HR practices across the AP; an insider’s view on best practices; the role of HR in sustaining growth across the AP; and a conclusion looking towards the future of HR in the Asian Pacific Region.
    • Based on real and contemporary case studies with a focus on six industries (Retail, Tourism, Healthcare, Security, Education and Energy) spread across the Greater AP region
    • Highlights industry specific key HR challenges and suggests ways forward
    • Records recent developments
    LanguageEnglish
    PublisherElsevier Science
    Release dateDec 2, 2014
    ISBN9780857094766
    The Changing Role of the Human Resource Profession in the Asia Pacific Region
    Author

    Jayantee Saha

    Jayantee Mukherjee Saha is Director and Principal Consultant of Aei4eiA Pty Ltd. Aei4eiA is a Sydney-based management/policy research and consultancy firm focusing on 'People and Sustainability' matters. She has extensive experience in the fields of business strategies, management/policy research, people management & organisational development. She has held senior positions with professional bodies and academic institutions and works closely with Government/public sector agencies, MNCs/SMEs, global bodies and academic institutions spread across the Asia Pacific and the UK. Jayantee regularly contributes to forums, been invited columnist in leading HR/business magazines in the APAC region and has over 50 publications, including three books, to her credit. She has received many awards and her work has been widely acclaimed by practitioners and scholars alike.

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      Book preview

      The Changing Role of the Human Resource Profession in the Asia Pacific Region - Jayantee Saha

      pieces.

      1

      Introduction

      As a result of globalisation and the evolving focus on business and organisations in the greater Asia Pacific (GAPAC) region, the human resource (HR) profession and practices in this part of the world have been undergoing change. The HR profession is perceived as being more strategic than merely administrative. Moreover, HR challenges and practices may be universal or industry specific. Given each industry has its own complexities, we examine the specific HR challenges that they bring and look at whether HR professionals can impact them in some way. This chapter provides the basic information needed to understand the book. This covers the background and rationale of HR, its significance, how it relates to readers and other related stakeholders, the kind of general principles and methodologies used to research the topic, and finally an overview of benefits that readers and stakeholders may draw from the book.

      Keywords

      Asia Pacific; human resources; management; policies; practices; profession

      Introduction

      The human resource (HR) profession has been on a long and challenging journey. Globalisation and sweeping policy changes are factors that have redefined and realigned HR and its role in the organisation. The HR function may be seen as having evolved not only over time, but content. There are many typologies and frameworks showing this such as those proposed by Tyson and Fell (1986). Others like Ulrich (1997), Ulrich, Younger, Brockbank, and Ulrich (2012) and Welch and Welch (2012) present different types of framework. What these convey is that the title of HR manager covers a wide range in terms of the content of the job, with greater or fewer levels on reactive – proactive or operational – strategic spectrums (Rowley & Jackson, 2011).

      While explaining the business partner model, Ulrich and Brockbank (2008) pointed out that HR plays a significant role in the creation and maintenance of capabilities an organisation must have in order to deliver value to its customers, shareholders, employees and communities. Generally speaking, HR has evolved from just being transactional to being a strategic business partner, from being a cost centre to profit centre partnering business growth (Moore & Furlong, 2012). The post-2008 global financial crisis made it clear that economies were not just facing another cyclical economic downturn but in its wake came impactful, structural, demographic and mindset changes across various industries. Business leaders could not afford to respond with anything less than a major overhaul of the HR management (HRM) system to survive and sustain – HR as a practice and profession needs to ‘transmute’ (Mukherjee Saha, 2010, p. 21).

      Our book addresses a set of interrelated questions. What are the principal challenges HR is facing? Given each industry has its own complexities, is it not a necessity to assess and analyse industry-specific HR challenges and best practices? Can HR take on the responsibility of increasing productivity in industries? With the rapid changes going on in workplaces and economies, is it not a prerequisite for HR professionals to develop competencies and enhance knowledge and by so doing have an effect on their respective industries (Ulrich et al.,

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