As the millennium unfolds, the basis of competition and the creation of wealth will inexorably shift to the new business models of e-commerce and e-business. While a large number of today’s successful startups are driven by technology and capital investment, many companies recognize that human assets provide the best form of competitive advantage. In this respect, work values, organizational commitment, compensation, and employee turnover remain current and urgent issues in the workforce of the 21st century.

This issue of Research & Practice in Human Resource Management brings together recurring themes of job performance, training, work satisfaction, turnover and the issue of employee voice in the midst changes in the social and work climate. The collection of papers reflect a mix of both regional and international interest in that the studies are drawn from populations in Singapore, Malaysia, New Zealand and North Amercia.

The lead article examines employee voice, a timely reminder of the changing attitudes and values that continue to dominate the new workforce ethos. The authors present findings that suggest how economic climate and supervisory work relationships can enfluence employee willingness to express dissatisfaction. The impact of monetary incentives on performance and worker satisfaction is examined in the second paper. Complementing this line of research, the third article explores the effects of affective mood on organizational citizenship behaviour.

The theme of work values and attitudes extends to more significant outcomes as the fourth article explores the links between demographic factors and turnover. The authors provide interesting insights into how education, age and bonus payments can influence resignation. In the final article, main section, the authors address the classical issue of the transfer of learning. Training method learning styles, and cross-cultural issues, the authors conclude, are critical factors in training design and outcomes.

Two papers on human resource are offered in the practitioner-focused section. The first paper describes the training environment in the civil service and provides an overview and analysis of human resource development in the public sector. The second article tackles issues of staff retention and attrition from a practitioner perspective. Both these papers offer an interesting contrast to the articles addressing similar themes in the main section of this issue. The implications of these studies are certainly relevant for anyone doing work in human resource.

My associate editors and I are confident you will find this volume useful and thought provoking. We hope you will enjoy reading them.

Chay Yue Wah
July, 2000