Welcome to this final issue of the Research and Practice in Human Resource Management Journal. It has been more than a decade since the current editorial team from Curtin University joined with our Singapore Human Resources Institute (SHRI) partners to produce a high quality international publication which reflected the academic and professional interests of its readers. There have been many highlights during this period, including a wide range of Special Issues on a variety of human resource management (HRM) topics; the publication of articles on almost all aspects of HRM, from both research and practitioner perspectives and from all countries in the Asia Pacific region; the encouragement of numerous ‘early career’ researchers through the dissemination of their research findings; and above all, the privilege we as the editors have enjoyed in working with such a dynamic and supportive editorial and production team. The team members are acknowledged later in this editorial.
Over the last decade, the journal has reported on the resurgence of Asian economies, including their dynamic and diverse workplace and HRM reforms and changing demographics, and the various responses of governments and industry, together with institutional policies, systems and practices. This final issue continues along these lines. Thus, the themes of the articles include ongoing organisational change; the alignment of HRM and organisational strategies and processes; and the centrality of partnership and mutual support in the construction, maintenance, and development of HRM systems and practices.
The first three articles emphasise the need for peer support mechanisms for female managers who are suffering from stress (Sackey & Sanda); the importance of supervisor involvement in order to facilitate the transfer of training outcomes (Hua, Ahmad & Ismail); and the need for both organisational and human resource professional support, in order to achieve innovative outcomes (Xerri & Brunetto). These studies were conducted in Ghana, Malaysia and Australia. The following articles explore the changing management labour relations scenario in Vietnam (Collins), and the relationships between organisational justice and organisational citizenship behaviour in Malaysia (Wan). There are two contributions to the Practitioner Perspective category. First, is the relevance of performance appraisal scores and modified approaches in India (Sarkar, Mukhopadhyay & Ghosh), and the second by Srivastav examines the need to develop new roles in Indian business schools.
We would like to acknowledge with our warmest gratitude the following partners, without whom we would have been unable to achieve our goals, and to produce such a high quality and well respected academic and professional journal as RPJHRM has become:
- The Singapore Human Resources Institute - Mr. David Ang (Executive Director) and his team.
- School of Management, Curtin University – successive Heads of School, notably
- Associate Professor Richard Grainger and Professor Tony Travaglione,
- The Editorial Board, Advisory Panel and Panel of Reviewers,
- Professor Samir Chatterjee (Coordination Editor),
- The Web Editor (Associate Professor Peter Hosie), Website Consultant (Jolyon Forsyth), and Submissions Editor (Associate Professor Chris Chan),
- Mr. Chris Yaw, our Singapore publisher, and his team,
- All of our contributors.
We leave you with the following thoughts:
‘Imagination is more important than knowledge.’ – Albert Einstein
‘There is no knowledge that is not power’. – Ralph Waldo Emerson
‘Read over your compositions and wherever you meet with a passage which you think is particularly fine, strike it out.’ – Samuel Johnson