ABSTRACT
The economic miracle of post-1960s South Korea (henceforth ‘Korea’) has often been attributed to its management and business organisation. Within these factors key aspects have been seen as human resources (HR), human resource management (HRM) practices and chaebol (large, diversified conglomerates) organisation. The serried ranks of ‘salarymen’ in seniority-based lifetime employment and the culture of long working hours (according to which one does not leave work until after one’s manager) is the stereotypical image. However, the hidden ‘face’ to these factors involves women workers and managers. This is not least because of the prevalent patriarchal national and organisational culture played out in HRM practices, especially in the areas of resourcing and rewards. Thus, traditional ‘seniorityism’ (recruitment at entry level and pay based on age/ tenure) discriminated against ‘non-typical’ later entry into labour markets and career breaks.
