Conclusion: Future prospects for HRM in Hong Kong
Chapter in an edited book (author)



摘要In this concluding chapter, some future prospects for HRM in Hong Kong will be discussed. Common drivers of change, arising from globalization, competitive business pressures, new technologies, changing demographics, and employee values, are impinging on organizations all over the world. They provoke change to the business strategy, technology, organizational structure, and work processes. As a corollary, HR activities need to undergo transformations in order to support business change. New HR roles and competencies are required.1 An overview of these new roles and competencies based on the existing literature will be discussed. It might be tempting to claim that HR functions have become more involved in business. Unfortunately, evidence given in Chapter 1 reveals that HR professionals are still spending the majority of their time on cost control and administrative HR activities; a circumstance that suggests complete HR's strategic involvement has not occurred. The influence of HR to business in Hong Kong is limited. In this chapter, the rhetoric about fundamental changes in the HR role is further challenged. We examine the extent to which HR activities are actually changing to become more strategic by studying historical data from the period between 1994 and 2004. The results corroborate previous findings. We find that the HR community might be just discussing their strategic partnership role more than actually implementing it. Therefore, it is unclear whether HR can become more of a strategic partner in the near future. In other words, the future prospects for HRM in Hong Kong are uncertain. If current trends continue, HR could end up being largely administrative or redundant given the trend that many of the HR activities can be automated or outsourced. Nevertheless, we are optimistic that HR can evolve to become drivers of business strategy in the future. Two reasons may explain. First, HRM in Hong Kong is still in the early stage of development and the changing environment offers great opportunities for HR to transform. Second, human capital is one of the key determinants of competitive advantage in business. Organizational effectiveness would depend on the ability of the HR function to address human issues, improve services and activities by adding value to the business. But HR professionals have to orient themselves with due regard to three lines of development: Through the delivery of their current HR administrative activities in a more cost-effective manner; as a business partner working with line departments; and as a truly strategic partner that can sustain their long term viability in the organization. © 2009 by Hong Kong University Press, HKU. All rights reserved.
著者Tsui A.P.Y., Lai K.T.
編輯ed. by Anna P.Y. Tsui and K.T. Lai.
詳細描述ed. by Anna P.Y. Tsui and K.T. Lai.
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上次更新時間 2021-18-09 於 23:42