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

Formal Process of Managerial Learning: Empirical Evidence from Apparel Manufacturing Industry

“…Further, these findings are consistent with the findings of Storey et al (1997) that MD in Britain was frequently seen as a matter of "going on courses". Furthermore, these findings are consistent with the findings of Lawler et al (1995) that HR managers in Thailand were less apt to use on-the-job development methods and more apt to use off-the-job development methods. However, these findings are not consistent with Storey et al's (1997) observations in Japan.…”

An analysis of recruitment, training and retention practices in domestic and multinational enterprises in the country of Brunei Darussalam

“…DEs may find competition with MNEs too intense to devote effort to train their labour only for it to be poached by MNEs. In a study, Lawler et al (1995) observed that Asian firms find employee training to be risky and costly as there are no immediate returns and these trained employees may leave before any benefits can be realised.…”

Does Ownership of Higher Education Institute Influence Its HRM Patterns? The Case of Pakistan

“…Whereas, public-sector firms are owned, funded and controlled collectively by members of political communities at different levels of government (Bozeman, 1987). Research has shown the influence of ownership on HRM policies and practices (Dimick and Murray, 1978;Jackson et al, 1989;Lawler et al, 1995;Hsu and Leat, 2000;Thang and Quang, 2005;Ercek, 2006). 1970s, public-sector managers have been encouraged to emulate the workplace practices and policies of the private sector (Ferlie et al, 1996;Box, 1999).…”