HRD practices in local private sector companies and MNC subsidiaries in Australia, 1996–2009

McGraw, Peter; Peretz, Melissa

doi:10.1080/09585192.2011.560867

Cited by 12 publications

(10 citation statements)

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“…They were also adequately representative of organisations across industries. More details about the methodology and the details of the samples can be found in Kramar and Lake () and Kramar (, ), and McGraw (), McGraw and Peretz () and Peretz and McGraw ().…”

Section: Hrm Trends 1993–2009mentioning

confidence: 99%

Trends in Australian human resource management: what next?

Kramar

2012

Asia Pac J Human Res

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This article examines the trends in Australian human resource management (HRM) policies in the last fifty years. It briefly reports on the practices used in the period from the 1960s to the early 1990s and provides a brief description of the characteristics of the concept of strategic human resource management (SHRM). The article then examines the results of four surveys co-ordinated by the Cranet Network and conducted in Australia between 1996 and 2008-09. These surveys show there have been strong trends of HRM policies becoming more calculative and individual, a reduction in the role of collective organisations, the adoption of some HRM policies regarded as more effective than others and the development of the roles of HRM managers and HRM departments. There was increasing use of flexible working practices, greater use of performance appraisals, the development of policies such as career planning methods, career break schemes and targeting older workers and women. The representation of human resource managers on boards increased between 1996 and 2008-09. Keywords: Australia, Cranet study, HRM, HR managersThe approach, language, organisation and the methods used to manage people have ostensibly altered dramatically in the last fifty years. In the 1960s personnel management was widespread. There was increasing formalisation of employment practices, the promotion of industrial welfare and the development of management training. In addition, relationships and dealings with trade unions were varied, but in many large organisations they were Correspondence: Professor Robin Kramar, Professor HRM, Faculty of Business, Australian Catholic University, Level 10, 8-20 Napier St, North Sydney, NSW 2060, Australia; e-mail: robin.kramar@ acu.edu.au Accepted for publication 5 December 2011. Key points1 Employment practices have developed towards a strategic human resource management approach during the last forty years. 2 There is strong evidence that Australian human resource practices have become more individualised, calculative and based on effective practice. 3 The role of the human resource manager has become more strategic and professional.

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Section: Hrm Trends 1993–2009mentioning

confidence: 99%

Trends in Australian human resource management: what next?

Kramar

2012

Asia Pac J Human Res

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“…The primary data reported here comes from three iterations (1996, 1999, and 2008/9) of the CRANET Australia survey (Kramar, 2012; McGraw & Peretz, 2011; Peretz & McGraw, 2011). CRANET is used in many countries and provides benchmarks for comparing and documenting HRM and HRD practices over time.…”

Section: Sources and Methodsmentioning

confidence: 99%

“…Possible COO effects are also investigated in this section. Data presented in this article are drawn from a longitudinal analysis of three iterations of the CRANET Australia survey from the years 1996, 1999, and 2009 (McGraw & Peretz, 2011; Peretz & McGraw, 2011) and two additional surveys of HRD practice that look at general trends (AHRI, 2011), and MNCs more specifically (McDonnell et al, 2012).…”

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confidence: 99%

A Review of Human Resource Development Trends and Practices in Australia

McGraw

2014

Advances in Developing Human Resources

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The Problem. The evolution of human resource development (HRD) practices in Australian-based organizations has been the focus of only limited rigorous longitudinal research. Consequently, HRD practitioners lack data on key trends against which to position their own initiatives. The Solution. This article outlines, analyzes, and comments on the pattern of HRD from the mid-1990s to the present day with reference to economic turbulence and responses to it, especially since the beginning of the global financial crisis in 2007. The central themes of the review are the emergence of more "performance"-oriented approaches toward HRD assessment and evaluation, the HRD practices of multinational companies (MNCs) operating in Australia compared with locally owned organizations, and HRD practices within foreign owned MNCs from different home countries. Data for the article is drawn primarily from the analysis of three iterations of the Cranfield Network on International Human Resource Management (CRANET) Australia survey from the years 1996, 1999, and 2009. The Stakeholders. Practical lessons are drawn from the review concerning the current focus on reactive, performance-oriented, short-term HRD practices and the neglect of more strategic long-term HRD initiatives. The results will be of interest to researchers, policymakers, and HR practitioners.

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“…Cocuľová, 2015;Cogin and Williamson, 2014) and comparisons of HR practices in MNCs and local corporations (e.g. Gurkov, 2016;Ma et al, 2016;McGraw, 2015;McGraw and Peretz, 2011;Mohamed et al, 2013;Singh et al, 2013). Within interpretive studies, the research questions are different.…”

Section: Research Perspectives Topics and Theoriesmentioning

confidence: 99%

An empirical analysis of research paradigms within international human resource management: The need for more diversity

Kornau

Frerichs

Sieben

2020

German Journal of Human Resource Management: Zeitschrift für Pe

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The goal of this article is to provide a fine-grained analysis of international human resource management research that addresses the different perspectives applied in that research. We coded 203 peer-reviewed international human resource management articles published between 2011 and 2018 with content analytical methods guided by the compass of management research developed by Sieben, which is rooted in critical management research. We were particularly attentive to the various discursive orientations international human resource management scholars have adopted, including ideologically critical, poststructuralist, functionalist and interpretive perspectives. We further examined which methods, theoretical perspectives and topics were common within and across different perspectives. This analysis indicated that critical research intending to politicize and question existing structures and ways of organizing is still marginal. Along with the dominance of functionalist and interpretive studies, papers in our dataset commonly use a strategic human resource perspective, are predominantly interested in the human resource management–performance link and focus rather narrowly on multinational corporations and expatriates. Furthermore, while international human resource management scholars increasingly account for the contextual embeddedness of organizations through macro-level theories, they mainly apply institutional perspectives that view organizations as adapting to institutional constraints. We propose a more diverse and reflexive approach – inspired by ideologically critical and poststructuralist perspectives – that may help to overcome these blind spots. Such an approach might, for instance, look at types of organizations other than multinational corporations and individuals other than highly skilled expatriates and might explicitly bring multiple, external stakeholders into the picture. We conclude by suggesting that international human resource management research and practice would benefit from more research diversity which enables more holistic analyses of phenomena, more innovative research and resultant insights, and more space for meta-theoretical reflections.

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HRD practices in local private sector companies and MNC subsidiaries in Australia, 1996–2009

Cited by 12 publications

References 44 publications

Trends in Australian human resource management: what next?

Trends in Australian human resource management: what next?

A Review of Human Resource Development Trends and Practices in Australia

An empirical analysis of research paradigms within international human resource management: The need for more diversity

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