Introduction

This chapter introduces the book entitled Human Resource Management in an Emerging South Asian Economy: The Case of Brunei. It describes the aim and importance of the book, which is mainly focused on analysing, comparing, and contrasting domestic enterprises and multinational enterprises, and oil and gas and non-oil and -gas sectors, and draws out the comparative lessons for understanding the potential and performance consequences of HR interventions in resource-centred national economies. The chapter also presents the structure of the book

Resource Cursed Economies and HR Practices

This chapter explores HR practices in resource-cursed economies, with a particular focus on the context of Brunei. The literature available on the resource curse implies that organisations in non-oil and -gas sectors across petro-states experience a number of key obstacles to achieving competitiveness and becoming self-sustaining. This chapter investigates the link between particular HR policies and practices and business performance; emphasis is placed on examining and drawing contrasts between oil and gas and non-oil and -gas sectors, whilst further seeking to highlight the comparative lessons aimed at garnering insight into the possible and performance-related results associated with HR interventions in resource-focused national economies

The Context of Brunei Darussalam

This chapter presents a profile of the country of Brunei Darussalam. It first presents an overview of Brunei’s geographic and demographic structure, followed by an overview of the historical and legal background of the country. The chapter then explores the economic system presently prevailing in the country, as well as the rationale for selecting Brunei as a case study. Finally, it discusses the importance of human resource management and its study in the country of Brunei

Recruitment, Training, and Retention Practices

This chapter explores the behavioural differences identifiable when considering the recruitment, training, and retention methods and approaches applied by DEs in comparison with MNEs in the context of Brunei. Following the literature survey, various propositions are devised and empirically tested, and it is concluded that MNEs apply greater rigour when progressing through the recruitment and training processes, whilst also ensuring meticulous approaches when completing promotion. This chapter provides further understanding of and insight into HR practices specific to two different organisational types, whilst also providing valuable recommendations and implications for future work

Performance Appraisals, Incentives, and Reward Practices in Domestic Vs Multinational Enterprises

This chapter focuses on performance appraisals, incentives, and rewards practices. Only a small volume of previous study has been directed towards comparative analysis of HRM practices across MNEs and DEs. The majority of such examination in this field has, rather, drawn contrasts between the HRM practices implemented by MNEs’ subsidiaries, with most of it completed in relation to industrialised countries. Hence, this chapter presents an analysis from the context of Brunei, on the way in which HR practices, namely appraisals, incentives, and rewards, are delivered, explained, and monitored in the case of DEs in comparison with MNEs, as well as the similarities and differences between the two

Recruitment, Training, and Retention Practices

This chapter explores the behavioural differences identifiable when considering the recruitment, training, and retention methods and approaches applied by DEs in comparison with MNEs in the context of Brunei. Following the literature survey, various propositions are devised and empirically tested, and it is concluded that MNEs apply greater rigour when progressing through the recruitment and training processes, whilst also ensuring meticulous approaches when completing promotion. This chapter provides further understanding of and insight into HR practices specific to two different organisational types, whilst also providing valuable recommendations and implications for future work

Institutions, Complementarity, Human Resource Management, and Performance

This chapter presents research results on the rate and effect of various specific bundles of HR practices on organisational performance in Brunei. The literature available on the subject of comparative capitalism suggests that, across more developed societies, it is common for a mutually supportive nature to be identified in relation to informal and formal regulations, which are maintained through linked and well-considered HR systems, centred on enhancing organisational performance. On the other hand, in situations where there is a lack of robustness in institutional arrangements, comparable incentives for distributing mutually supporting HR bundles will be lacking. Whilst these bundles are adequate, they are not well positioned to achieve any improved results. This has essentially been the case in the instance of the petro-state of Brunei, with the adoption of comprehensive HR frameworks found to work no better than individual approaches

Institutions, Complementarity, Human Resource Management, and Performance

This chapter presents research results on the rate and effect of various specific bundles of HR practices on organisational performance in Brunei. The literature available on the subject of comparative capitalism suggests that, across more developed societies, it is common for a mutually supportive nature to be identified in relation to informal and formal regulations, which are maintained through linked and well-considered HR systems, centred on enhancing organisational performance. On the other hand, in situations where there is a lack of robustness in institutional arrangements, comparable incentives for distributing mutually supporting HR bundles will be lacking. Whilst these bundles are adequate, they are not well positioned to achieve any improved results. This has essentially been the case in the instance of the petro-state of Brunei, with the adoption of comprehensive HR frameworks found to work no better than individual approaches