I am pleased to draw the attention of the academic community on the table
of contents of the inaugural issue of SAJHRM, published by Sage. The issue
can be accessed at For submission
guidelines, please go to

*Mohan Thite, Editor-in-Chief, SAJHRM*


·         *Dave Ulrich and Justin Allen: **Talent
Accelerator: Understanding How Talent Delivers Performance for Asian Firms*

Abstract: Throughout the last 15 years of economic roller coaster rides,
Asian countries have clearly led the world in economic growth. Success in
Asia has been due, in part, to the transformation many Asian economies have
engineered, moving beyond manufacturing to successfully exporting
technology and services. Now another revolution is afoot. The best
performing Asian businesses are gaining impressive premiums in value
creation because they have learned and implemented the secrets of
leveraging their company’s most essential resource: talent. To better
understand this talent trend and how investment in talent ties to business
results in top Asian companies, we gathered data from over 570 separate
businesses in Singapore, China and India about 13 talent management
processes. We, then, show the relative impact of these 13 talent management
practices on business performance as moderated by the strategy and growth
patterns of the firm. We found that investments in managing current talent
have more impact on business performance than hiring new talent or
retaining existing talent. We report variances in the impact of talent
management depending on country, strategy and growth pattern. We discuss
implications for talent management for line managers and HR professionals.
Ultimately, this work will inform those charged with managing talent so
that they can accelerate the use of talent to deliver business results.

·         *Samir Chatterjee, Alan Nankervis and Julia Connell: **Framing
the Emerging Talent Crisis in India and China: A Human Capital Perspective*

Abstract: China and India have undergone significant transformation in
recent years as they emerge as the drivers of the so-called “Asian
Century”. Although the catalyst for this remarkable growth has been the
ability of both countries to harness talent, the next two decades will
require a very different dispersion of skills. India will increase its
working age population by an additional 200 million, while the workforce in
China will reduce by 100 million. In the next three decades, China will
have more than doubled its population of those aged 65 and over resulting
in a weaker dependency ratio. This article examines the multifaceted
challenges that are emerging due to significant skills shortages in China
and India. Through the lens of human capital theory, two new frameworks are
introduced in order to analyze these factors and to suggest potential

·        *Arosha S. Adikaram: **“Good Women” and “Bad Women”: How
Socialization of Gendered Behavioural Norms Influences Sri Lankan Working
Women’s Interpretation of Sexual Harassment at Workplaces*

Abstract: Cultural influence on perception and judgement of sexual
harassment is widely discussed in sexual harassment research. Yet, very few
studies have delved deeper into the various norms and values of a culture,
to understand how perception and interpretation of sexual harassment at the
workplace is influenced by culture. This article attempts to fill this gap,
by exploring how gendered behavioural norms instilled by Sri Lankan
culture, shape perceptions about every day socio-sexual behaviours that
occur in workplaces, influencing the interpretation and perception about
workplace sexual harassment. Employing qualitative research methodology,
in-depth interviews were used to gather information. The findings of the
study unearthed how Sri Lankan women have developed notions of “good women”
and “bad women”, rooted on various gendered behavioural norms internalized
in them through rigorous primary and secondary socialization processes.
Constant advices on proper behaviours, sanctions on dress codes and advices
on the nature and type of relationships that women should maintain with the
opposite gender, appear to influence women’s notions of this “good women”
and “bad women” images, which in turn influence their perceptions about
what is acceptable and unacceptable socio-sexual behaviours at workplace,
and consequently, how they perceive, interpret and respond to instances of
sexual harassment at workplace.

*Md. Khasro Miah* *and **Muhammed Siddique Hossain: **A Comparative Study
of HRM Practices between Foreign and Local Garment Companies in Bangladesh*

Abstract: The purpose of this research is to explore and compare human
resource management (HRM) practices between foreign and local garment
companies operating in Bangladesh. This study surveyed 30 human resource,
administrative and factory managers of different levels of three garment
companies: one US subsidiary, one UK subsidiary and one Bangladesh company.
Results show that a blend of HRM practices has been adopted by the foreign
companies, ranging between imitating home country practices and host
country practices. Results also found that foreign garment companies focus
more on home country HRM practices, especially in the area of selection and
recruitment, training and development, performance appraisal process and
top management appointments. Foreign garment companies are widely adopting
host country HRM practices in industrial relations and compensational
benefit. However, Bangladeshi local garment company is following
traditional HRM practices and showing interest in learning from the foreign
company HRM practices. Since this study is based on a limited number of
companies, generalization of findings of this study for cross-cultural
adaptation/adjustment in other developing countries should be made with
caution. Combination of home and host country HRM practices can have a
positive influence on transfer of HRM practices in developing nations. It
could open a new avenue for further potential research on HRM practices in
the South Asian business context, especially in the garment industry.

·         *T.V. Rao: **Evolution and Evaluation of Human Resources Function
in India: A Balance Sheet*

Abstract: This article attempts to trace the development of human resources
(HR) in the last four decades in India since the first dedicated Human
Resources Development Department was conceptualized and initiated at Larsen
& Toubro. The article traces the development of this function and presents
results from periodic audits of the function. The article highlights that
significant development in the HR function has come about in the last two
decades and the function and its leaders are growing in numbers to make a
positive impact in terms of achieving organizational objectives. The
article concludes with recent trends and studies as indicators of this
maturity. The article recommends five levels of HR with the need to focus
on the higher levels of work, including intellectual capital formation to
make a transformational impact on firm’s success.

*Practitioner Perspective Section:*
*Santrupt B. Misra: **Executive Commentary on “Talent
Accelerator: Understanding How Talent Delivers Performance for Asian Firms”*

*Mir Mohammed Nurul Absar: **Interview with Musharrof Hossain, President,
Bangladesh Society for Human Resources Management*

 *Gopal P. Mahapatra: **Interview with Mr Rajeev Dubey, National President,
National HRD Network, India*

*Book Reviews:*
*Hina Jawaid Kalyal: **Jennifer Garvey Berger, Changing on the Job:
Developing Leaders for a Complex World*

 *Apu Akbar: **Sudatta Ranasinghe and Ajantha Dharmasiri (Eds), HR
Challenge: Dynamics of Value Creation and Competitiveness through People*

Mohan Thite, PhD, FAHRI
Editor-in-Chief, South Asian Journal of HRM (Sage)
Associate Professor in HRM
Dept. of Employment Relations & HRM, N50_1.11
Griffith Business School, Griffith University
Nathan, QLD 4111 (Brisbane)
Ph:  +61 7 3735 7643; Fax: +61 7 3735 7177
Email: [log in to unmask]
Professioanl Page:

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