This issue of the Research and Practice in Human Resource Management Journal showcases the complexity, interconnectedness, and organisational contributions of human resource management strategies and systems in a variety of industry sectors and regions. It encompasses research articles which explore employee turnover issues in relation to job satisfaction, and quality of work life (QWL); the role of recruitment in workforce development; cross cultural approaches to the management of workplace ‘friendships’; an evaluation of the effectiveness of international teams; and new tools for analysing performance appraisal, human resource development, and QWL. It also illustrates the growing spread of the Journal’s coverage, with articles from the United Arab Emirates, Nigeria, and Canada; together with those from our usual focus on the Asia Pacific region (India, Papua New Guinea, Australia).
Thus, Ikhlas Altarawneh’s article entitled ‘Training and development evaluation in Jordanian banking organisations’, applies human resource development evaluation methodology in Jordanian banks, concluding that (as in many other industries and countries), “there is an absence of systematic and effective procedures for evaluation”. Okechukwu Amah explores the relationships between job satisfaction, life satisfaction, role centrality, and employee turnover intentions (a well researched field in Western countries) within Nigerian banks, suggesting that there appear to be common imperatives for the alignment of job and life satisfaction in order to reduce or minimise the potential loss of employee talent, regardless of national or regional contexts.
Benedict Imbun’s study of recruitment and employment challenges for Papua New Guinean greenfield mines reveals preferences for increased localisation of labour choices, whilst the article, entitled ‘WRKLFQUAL: A tool for measuring quality of work life’, by Indira Kandasamy and Ancheri Sreekumar, explores a new instrument developed to measure anticipated quality of Work Life (QWL) amongst service sector employees. The following article by Kasim Randeree parallels Imbun’s earlier study by evaluating the effectiveness of ‘Project Emiritisation’, a strategic HRM programme designed to correct the significant imbalance between expatriates and local employees in the United Arab Emirates.
The final three articles in this issue illustrate the depth and diversity of contemporary human resource management research within the Asia Pacific region. Thus, T. Manoharan, C. Muralidharan and S. Deshmukh apply data envelopment analysis (DEA) methodology, which “identifies inefficient employees, the magnitude of inefficiency, and aids to eliminate inefficiencies with a relatively easy to employ framework”, to the problematic process of employee performance appraisal. Steve McKenna, Mary Jo Ducharme and Marie-Hélène Budworth, on the other hand, use qualitative techniques to explore the effectiveness of teams on short term international assignments in Singapore and Thailand. Finally, Carolyn Dickie’s article argues the case for the notion of ‘workplace friendship’, using the Workplace Friendship Scale to explore its applicability within a sample of organisations in five regional countries.
Given the broad range of issues, country coverage, and diversity of methodologies displayed in these articles, this issue of the Journal should prove of interest to HRM researchers and practitioners alike. As always, we appreciate your feedback, and welcome manuscripts from all members of the HRM community.