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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 http://hrm.sagepub.com/content/current For submission guidelines, please go to http://www.sagepub.in/journals/Journal202252/boards#tabview=manuscriptSubmission *Mohan Thite, Editor-in-Chief, SAJHRM* *Articles:* · *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 solutions. · *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) Australia Ph: +61 7 3735 7643; Fax: +61 7 3735 7177 Email: [log in to unmask] Professioanl Page: http://www.griffith.edu.au/business-government/griffith-business-school/departments/department-employment-relations-human-resources/staff/dr-mohan-thite ____ AIB-L is brought to you by the Academy of International Business. 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