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Institutions, complementarity, human resource management and performance in a South-East Asian Petrostate: the case of Brunei

Singh, Satwinder and Darwish, Tamer K and Wood, Geoffrey and Mohamed, Abdul Fattaah (2017) 'Institutions, complementarity, human resource management and performance in a South-East Asian Petrostate: the case of Brunei.' International Journal of Human Resource Management, 28 (18). 2538 - 2569. ISSN 0958-5192

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Abstract

This is a study on the incidence and impact of specific sets of HR practices on organisational performance (OP) across different types of firm, within an emerging market setting, where institutional arrangements are fluid and developing. The literature on comparative capitalism suggests that, within advanced societies, formal and informal regulations are mutually supportive, and will be sustained by associated HR systems, optimising OP. In contrast, in settings where institutional arrangements are weaker, there will not be the same incentives for disseminating mutually supportive HR bundles, and when these do exist, they are unlikely to yield any better outcomes. We found that this was indeed the case in the petrostate of Brunei as the usage of integrated HR models did not work better than individual interventions. Whilst it is often assumed that, in petrostates, the primary focus of institution-building is to service the needs of the oil-and-gas industry, we found no evidence to suggest that integrated HR systems were any more effective there; this may reflect the extent to which the industry’s HR needs may be simply resolved through turning to overseas labour markets – both for skilled and unskilled labour. At the same time, we found that the efficacy of HR practices varied according to firm characteristics: even in challenging contexts, firms may devise their own solutions according to their capabilities and endowments.

Item Type: Article
Uncontrolled Keywords: Institutional complementarity, HR practices, recruitment and selection, training, internal career opportunities, incentives and rewards, organisational performance, hierarchical regressions
Subjects: H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
Divisions: Faculty of Social Sciences > Essex Business School
Depositing User: Jim Jamieson
Date Deposited: 05 Jul 2016 13:30
Last Modified: 21 Sep 2018 15:15
URI: http://repository.essex.ac.uk/id/eprint/17101

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