High-Performance Work System and Organizational Turnover in East and Southeast Asian Countries
Zeynep Y. Yalabik
University of Bath, School of Management
affiliation not provided to SSRN
University of Illinois at Urbana-Champaign - School of Labor & Employment Relations
Korea University Business School
Industrial Relations: A Journal of Economy and Society, Vol. 47, Issue 1, pp. 145-152, January 2008
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.
Number of Pages in PDF File: 8
Date posted: January 6, 2008
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