As we noted when RPHRM made its initial debut last year, we wanted to create a journal that could accomplish the seemingly impossible. We wanted to create a journal that could act as a conduit for the exchange of ideas between HRM researchers and practitioners in the Asia Pacific region, and one that would appeal to the sensibilities of these two related but distinct audiences. This second issue of RPHRM continues in this tradition, providing a mix of solid, provocative articles that serve to inform the thinking of practitioner and researcher alike.
RPHRM’s lead article focuses on a topic that probably touches all of us: the causes and consequences of occupational stress. Based on their research, the authors developed a conceptual model that helps us to understand the dynamics of stress creation. Complementing this work, the second article looks at work stress within the Singaporean context and examines the specific effects of role conflict and role ambiguity on managers. Taken together, these two articles provide a wealth of information for anyone interested in job-related stress.
The third article has implications for the use of group decision-making in business organisations. Although the authors conducted their study among university students, the study’s results are extremely thought-provoking and will be of interest to managers considering the use of consensus decision-making in their work groups.
Taking a macro view of human resource development, the next article tracks labour movement within the Asia Pacific region. The information in this piece may be of particular interest to managers charged with expanding operations overseas.
In RPHRM’s Practitioner Focus Section, the implications of TQM for the management of human resources comes under scrutiny. Using three different cases, the authors make a strong argument for the enhanced role played by the HR department in any successful TQM undertaking. In the section's second piece, the traditional selection interview is examined, and the authors provide some useful suggestions for improving this important personnel tool.
As noted in the first issue, RPHRM wants to provide our readers with articles and commentaries that enhance understanding and advance practice in all areas of HRM. My associate editors and I are convinced that the six articles contained in this volume do precisely that. We are confident that you will find Volume Two both thought provoking and useful.