Research

High-performance work system and organizational turnover in east and southeast Asian Countries


Reference:

Yalabik, Z. Y., Chen, S. J., Lawler, J. and Kim, K., 2008. High-performance work system and organizational turnover in east and southeast Asian Countries. Industrial Relations: A Journal of Economy and Society, 47 (1), pp. 145-152.

Related documents:

This repository does not currently have the full-text of this item.
You may be able to access a copy if URLs are provided below. (Contact Author)

Official URL:

http://dx.doi.org/10.1111/j.1468-232X.2008.00509.x

Abstract

In this paper, we examine the impact of high-performance work systems (HPWSs) on both voluntary and involuntary organizational turnover rates. Most research on this topic has been done in the United States. Given the global competitive pressures confronting many of the countries of East and Southeast Asia, companies in this region are seeking to become more flexible and often adapt HPWSs practices. We explore the impact of HPWSs in both locally owned companies and subsidiaries of multinational corporations in Korea, Taiwan, Singapore, and Thailand. These countries have significantly different national cultures from the United States and most other Western countries and HPWSs effects in relation to turnover might vary from the studies based in the United States. Our findings are, however, somewhat consistent with U.S.-based studies. In fact, HPWSs were found to be more effective in reducing turnover in locally owned companies than in subsidiaries of Western and Japanese multinational companies.

Details

Item Type Articles
CreatorsYalabik, Z. Y., Chen, S. J., Lawler, J. and Kim, K.
DOI10.1111/j.1468-232X.2008.00509.x
DepartmentsSchool of Management
RefereedYes
StatusPublished
ID Code25778

Export

Actions (login required)

View Item