Human Resource Management in the middle east Research Papers (original) (raw)

2025, SSRN Electronic Journal

Researchers interested in the positive side of power and managers seeking to develop a competent, committed workforce want to understand the conditions when managers use their power to assist and aid employees. The interdependence in which power occurs in organizations was theorized to impact the management and outcomes of power. An experiment conducted in China tested the hypotheses that employee performance and interpersonal relationship with the manager affect the use of power. Results indicate that participants used their power to provide directly relevant information to employees who demonstrated their need by performing ineffectively. In addition, participants with cooperative, compared to competitive and independent, goals assisted, encouraged, supported, and empowered their employees. Results were interpreted as suggesting that demonstrating a need for managerial power and developing cooperative goals are important bases for fostering empowerment.

2025, International journal of employment studies

This study uses the horizontal and vertical distinction within individualism and collectivism (i.e., four cultural types) as a theoretical framework to predict differences in organisational commitment and job satisfaction. Five hundred and fourteen solicitors working in law firms in Hong Kong participated in this study. Results of regression analysis indicated that horizontalindividualism (HI) had a significant negative effect and horizontal-collectivism (HC) had a significant positive effect on organisational commitment. Both horizontal and vertical collectivism had a significant positive effect on job satisfaction. These relationships were found to be mediated by perceived organisational support (POS). We discuss the implications of our findings and suggest future research directions.

2025

Due to institutional requirements, organizations in Taiwan adopt Employee Welfare Committee (EWC) to implement employee welfare planning and execution in the organization. However, little is known about how EWC practices influence employees' perceptions and behaviors in the organization in Taiwan. The current study aims to explore whether organizations can benefit from providing EWC practices, and among the first to provide a snapshot of EWC implementation and usage in Taiwanese organizations. Grounded in signaling theory and social exchange theory, we posit that EWC practices can serve as signals for showing concern and support for employees from the organization, if these practices were perceived by the employee, they may exhibit extra-role behavior in return. Questionnaire results from 216 employees in 15 organizations showed that there is a positive relationship between perceived EWC practices and organizational citizenship behavior (OCB). Results also suggest that there is a significant mediating effect for perceived organizational support (POS) between perceived EWC practices and OCB. EWC practices utilize as support from the organization, and employees reciprocate in beneficial ways in return to the organization. Implications and limitations of the current study are then discussed.

2025, Global Networks-a Journal of Transnational Affairs

This paper applies insights from global value chains (GVC)/global production networks (GPN) frameworks to explore the economic geographies brought into being by digital labour platforms. In particular, these perspectives facilitate analyses of power imbalances and value extraction across territories-an under-theorized aspect within platform studies. We theorize this dynamic by introducing the descriptor 'digital value network' (DVN): a digitally mediated nexus of platform operations that produce and distribute value between territories, on the basis of labour transactions. Empirically, we draw on a multi-year action research project, assessing the operations of platforms and the experiences of platform workers in 54 countries. Our analysis highlights that platforms as lead firms extend GVC/GPN logics of coordination and drivenness in DVN to (i) optimize production capabilities while externalizing ownership and costs, (ii) accumulate both monetary and nonmonetary forms of value, and (iii) concentrate power at the global scale in both existing and new sectors. K E Y W O R D S digital labour platforms, embeddedness, gig economy, global production networks, global value chains, value This is an open access article under the terms of the Creative Commons Attribution License, which permits use, distribution and reproduction in any medium, provided the original work is properly cited.

2025, The International Journal of Human Resource Management

Communication is generally viewed as a critical component in mergers and acquisitions (M&A) performance, yet surprisingly little research has examined the link between different communication approaches and M&A outcomes. This paper provides a systematic empirical study to evaluate the link between communication approaches and M&As outcome. Specifically, a typology is created to examine interaction between the process and content of communication and M&A outcomes, in terms of employee commitment to merged organization strategy and M&A survival. Using data drawn from a single clearly defined M&A wave in the Nigerian banking sector, different communication practices are related to M&A outcomes. The findings are the first to show the effects of communications practices in African M&A and answer the calls for extending M&A research beyond western developed countries. They confirm the importance of communication practices in M&A, extend earlier findings on the importance of post-acquisition integration communication in US and European contexts and show the importance of communicating throughout the whole M&A process.

2025

In response to this fact, many Western companies are now expanding and establishing subsidiaries in China and Russia. Adapting to local values is a consideration for foreign managers (and other employees) when entering foreign markets and cultures. An important aspect is how to motivate employees. Due to cultural differences, how to motivate employees varies widely from country to country. Hofstede analyzed a large database of employee value scores for more than 70 countries collected by IBM between1967 and 1973; Hofstede's work since 2001 has included scores for 74 countries and regions, replicating and this is an extension of the study. In addition, employees in China and Russia are examined from all angles based on Hofstede's dimensions. In each category of power distance, individualism, masculinity, uncertainty avoidance, and long-term orientation, it is shown how much Chinese and Russian employees scored on each dimension, and based on these values, employee culture, attitudes toward work, and motivation can be characterized. Using Hofstede's five dimensions, we would like to present an interesting study of employee motivation in Chinese and Russian organizations to understand the differences between these two countries and their employees.

2025

The phenomenon of brain drains, characterized by the migration of highly skilled workers from less developed to developed countries, has become a pressing concern in Malaysia. This study investigates the factors influencing brain drain from the perspective of students in Malaysia. Using a convenience sampling method and Google Forms-based online surveys, data were collected from college and university students across peninsular Malaysia. The sample size of 220 respondents ensured robust analysis. The collected data underwent a rigorous screening process, including normalization tests and PLS structural equation modelling (PLS-SEM), to assess reliability and validity. The findings reveal that salary and compensation, career prospects, family and friends influence and quality of life are significant predictors of brain drain from the students' perspective. However, the working environment did not emerge as a significant contributing factor. The results align with previous studies and fill a gap in research focusing on brain drain factors specifically from the students' viewpoint in Malaysia. The implications of these findings are critical for policymakers and stakeholders seeking to address Malaysia's brain drain conundrum. Understanding the factors driving talent migration is essential for devising effective strategies to retain skilled professionals and mitigate brain drain's adverse effects on economic development. By acknowledging the significance of these factors, policymakers can formulate targeted interventions to promote talent retention and bolster Malaysia's competitive edge in the global marketplace.

2025, The International Journal of Human Resource Management

This study provides a theoretical model illustrating how high involvement work systems (HIWS) influence organizational performance on the knowledge combination capability perspective based on the resource-based view. We collected data from employees and managers from a sample of 147 companies, which had a total of 739 employees and 471 middle/high level managers. Our results indicate that HIWS had a significant and positive relation with organizational performance, and knowledge combination capability fully mediated its relationship. We also find that interaction orientation positively moderates the relationship between HIWS and knowledge combination capability. In addition, interaction orientation positively moderates the indirect effect of HIWS on organization creativity through knowledge combination capability. We discuss the theoretical contribution and practical implications and future studies.

2025, International Journal of Human Resource Management

This article is concerned with exploring how working time is regulated and experienced in the international food retail sector in the UK and Cyprus. Following Martinez-Lucio and Mackenzie the article accepts that regulation in employment relations is a multifaceted phenomenon shared by a number of competing actors at different institutional levels. The paper highlights the limitations of working time regulation in the two countries and argues that employers are increasing their control over the timing and allocation of shifts and working time. The paper illustrates how employers 'capture' working time regulation by exercising their prerogative to more closely match working time with the exigencies of customer demand. In this environment, the paper reveals how employees are experiencing practices such as 'forced availability', coupled with pressure to extend working hours as well as facing increasing levels of unpredictability as to when they are required to attend AQ4 work.

2025, International Journal of Human Resource Management

The human resource (HR) function plays a critical role in how multinational companies (MNCs) centralise decision-making or coordinate and exploit expertise internationally. However, there has been limited attention on the extent to which the HR function in MNCs is integrated internationally and the influencing factors behind this. Using nationally representative, cross-country comparative data, this paper identifies the degree to which internationally integrated HR functions exist and test the extent to which this is shaped by the strategy, structure and nationality of the MNC. We demonstrate the multidimensionality of an internationally integrated HR function; with the structural configuration, level of interdependencies between MNC operations and country of origin each partially impacting its nature. A key implication concerns the need to move beyond solely focusing on either nationality as per institutionalist theory, or corporate strategy and structure as characterised in the strategic international HRM literature, towards an integrated explanation that incorporates both sets of factors.

2025, The International Journal of Human Resource Management

Academic institutions like other business organizations strive to achieve, maintain, and sustain their competitive advantages. In this study, we examined the influence of the "strategic human resources management (HRM) practices" on the achievement of "competitive advantages" that will be sustainable, with an evaluation of the mediating role of "human capital" development, and the commitment of employees in an academic environment. Six hundred questionnaires were randomly distributed to the employees of selected universities in Erbil City of Iraq. Structural equation modeling (SEM) techniques were employed for the analysis with the use of Smart Partial Least Square PLS. Findings from our study revealed a linear and positive influence of the strategic HRM on the sustainability of "competitive advantages"; strategic HRM was also found to positively influence human capital development and the commitment of employees to the institutions; the influence of both human capital development and employees' commitment were found to have a partial mediation in the strategic HRM practices and sustainable competitive advantage (SCA) relationship. Finally, theoretical and management implications were suggested.

2025

By comparing the HRM practices in Indian and European MNE subsidiaries located in four of the Southern African Development Community countries, this paper tests the relevance of the country of origin effect and analyses the strength of institutional and firm level influences. Examining data from 865 MNE subsidiaries obtained from the World Bank enterprise survey data, the paper finds that Indian MNEs have higher labour costs in relation to total sales than their European counterparts, that Indian MNEs make more use of temporary labour than their European counterparts, that Indian MNEs invest in less training than their European counterparts. No support is found for the hypothesis that Indian MNEs have a lower ratio of skilled workers in comparison to European-owned subsidiaries. The study shows that country of origin effects are weakened if they are not consistent with host country ideology and that as economies evolve so too do their expectations of HR policy and practices.

2025, International Research Journal of Modernization in Engineering Technology and Science

The advancement and integration of technologies like Artificial Intelligence and automation will fundamentally change the employment landscape in the country, particularly within the field of information technology. This research adopts a scenario matrix approach to project credible employment scenarios post-2030 by wringing the sample with two key uncertainties: speed of AI and the effectiveness of the country-based reskilling efforts. Four latitude scenarios propose ways in which technological advancement and human capital preparedness interact, along with aspects such as labor displacement, job role evolution, and emergent skill profiles. The findings demonstrate the need for targeted skilling interventions, adaptive education systems, and regulatory agility to neutralize structural unemployment risks while reaping the benefits of AI for inclusive economic development.

2025

Previously consigned to the anonymity of 'the product market' by researchers in traditional fields such as labour economics and industrial relations, the customer has recently attracted the attention of scholars from a diverse range of disciplines, including organisational behaviour, work psychology, labour process studies, gender studies, and critical management studies.

2025, Routledge eBooks

A minor digression, if you will: it has been over 30 years since I (referring to lead author) first wrote on the topic of terrorism and its potential impact on conducting business in a global context. The most vivid memory I have relative to that initial foray into this new topic was making a presentation at the annual summer American Marketing Association (AMA) conference in Chicago. I got halfway through the paper and I started to hear jeering noises emanating from the audience. As I remember (it is not a pleasant memory), the audience thought that I had lost my mind and that the reviewers of the paper allowed this rubbish into the AMA meeting (the implication was that they must have been drinking at the time). This is a true account of the presentation and when I left the session, I would be dishonest if I didn't tell you that I had made a terrible error and there would be significant ramifications to my young academic career. Yet, no country is untouched by global terrorism today, and the ramifications for global organizations are escalating year by year.

2025, The International Journal of Human Resource Management

While transforming the investment, trading and infrastructural landscape in Africa, Chinese firms are also generating much-publicised controversy about their real motives. Many of the large Chinese firms operating in Africa focus mostly but not exclusively on engineering, infrastructural projects and mining. This Africa-China engagement has only recently begun to receive critical attention in the area of management and organisation studies. With reference to Kenya, we found that this phenomenon is characterised by four key themes: the unique yet diverse motivations of investors, the challenge of reconciling cross-cultural differences, the impact of low-cost strategies, and the boundary-spanning role of managers. This paper also considers the extent to which post-colonial theory might serve as an analytical lens for examining the perceptions and attitudes of Chinese managers as well as the experiences of the Africans who work for them.

2025

We are grateful to Jim Chelius for his helpful comments on an earlier version of this manuscript. This study was partially funded the Human Resource Planning Society, the Society for Human Resource Management (SHRM) Foundation, the School of Management and Labor Relations (SMLR) at Rutgers University, and the SUNY-Buffalo School of Management. The interpretations, conclusions, and recommendations, however, are ours and do not necessarily represent the positions of these organizations.

2025, International Review of Management and Business Research

IntroductionHow to survive in a changing and hostile environment lias become the primary concern of all managers. Innovation is a solution to this concern. It was identified as a key factor related to the success and survival of the company (Rosenbusch et al.2011). However, Ben Moussa & Zaiem (2013) showed that there are several barriers to developing innovation, of which lack of qualified employees. It is for this reason that many companies have focused on employee training and development of their knowledge. Indeed, the creation of a sustainable competitive advantage depends largely on the ability of employees to adapt to environmental changes. When the company lias competent and capable employees to solve problems related to daily tasks, it might be able to differentiate itself from its competitors. Companies are more than ever called to be creative and innovative (Amabile, 1988) to meet customer needs. Several studies have shown that the development of innovative behavior depend...

2025

Organizational restructuring (merger, acquisitions and downsizing) is probably the most common strategic manoeuvres in business. Given the critical importance of human factors for their success, this study focused on two important issues. First, to explore the effects of organizational restructuring (merger, acquisition, downsizing) on psychological contract breach of employees working in private commercial banks of Pakistan and their effects on organizational identification and turnover intentions, Second, to explore the interaction effect of transformational leadership in relation between restructuring and psychological contract breach. This was a cross-sectional study in which data of 150 employees were collected from private commercial banks of Pakistan through personal and internet based surveys. Multiple hierarchical regression analyses were used to test various hypotheses designed for this research study. This study looks into the way that organizational restructuring (merger, acquisitions, and downsizing) has significant negative and equal effects on psychological contract breach, in response to that effects turnover intentions increases and organizational identification decreases. Findings of this study also highlighted that transformational leadership effectively reduces the negative effects of restructuring on psychological contract breach.

2025

The study is focused on introducing a concept developed for the recruitment readiness for neurodiverse individuals in the Multinational Enterprises (MNEs) which are operating in Sri Lanka. The conceptual study addresses the pressing needs in corporate recruitment practices to enhance inclusivity in organisations. Neurodiversity is one of the most under or unemployed categories of diversity in organisations and it includes individuals with autism, ADHD, dyslexia and other diverse cognition abilities which are not yet tapped in many industries. Many global institutions such as Google, IBM and Hewlett Packard signify the progressive move towards including neurodiverse employees in the carder of the workplace and achieve the best Lanka is showing no significant initiative towards accommodating neurodiverse initiatives and most literature indicates a lack of workplace adaptations for such neurodiverse recruitments and alarming rates of social stigmatisation. The study aims to conceptualise a model to bridge the gap in the readiness of the MNEs operating in Sri Lanka with the global trends and to identify the modes to integrate the neurodiverse talent in the workforce. This is to be executed by aligning the system with the Person-Environment fit theory which conceptualises recruitment readiness through primary determinants of non-traditional recruitment systems, environmental adjustments and alignment with global trends. The suggested framework is supposed to elaborate on non-discriminatory practices, tailored training programs, and resource allocation to foster inclusivity. The outcomes would include enhanced innovation, productivity, and adherence to diversity, equity, and inclusion (DEI) principles to be compared and contrasted in future extended empirical research. The study addresses the advantages, as well as challenges, companies might face when they recruit neurodiverse employees. The hostile environment for the recruitment of neurodiverse employees is created as a result of social stigma and organisational bias. The unique skills of neurodiverse employees, such as creative thinking, complex problem-solving, and analytical abilities, are often overlooked due to limited opportunities in various industries. This study proposes using qualitative methods, including case-based research and semistructured interviews with HR professionals in Multinational Enterprises (MNEs) operating in Sri Lanka. The aim is to explore recruitment practices, environmental adaptations, and the acceptance of neurodiverse individuals by their coworkers. This study concludes that the adaptation of neurodiverse talent recruitment could foster a more equitable and inclusive work environment while enhancing organisational innovation. Built upon previous findings, this conceptual study provides a strong foundation for empirical studies to identify the impact of recruitment readiness of neurodiverse individuals in MNEs operating in Sri Lanka.

2025, Stakeholder Protection in Restructuring - Selected Company and Labour Law Issues

Under Serbian law, the protection of employees in the event of a transfer of undertakings is regulated under the auspices of the institute that regulates the change of employer and includes three basic instruments: (a) preservation of employment, i.e. transfer of all employment contracts from the transferor to the transferee; (b) preservation (albeit temporary) of the collective agreement entered into with the transferor; and (c) informing and consulting employees about company restructuring. Protection is guaranteed for all employees in all cases of change of employer, regardless of whether the identity of the company is preserved or not, which is a different (and more favourable) solution than the European concept of transfer of undertakings. Nevertheless, some of the relevant provisions of the Serbian Labour Act (2005) remain unclear because it is difficult to identify cases that qualify as a change of employer in a reliable manner. Moreover, the Labour Act does not contain rules on liability for any unsettled and due employees’ claims that arose before the change of employer, which opens up the possibility of machinations. Some limitations, however, are established by special acts that provide limited joint and several liability of transferor and transferee. On the other hand, the rule in Serbian legislation that the change of employer, in itself, shall not constitute justified ground for dismissal is not expressly laid down, but instead is inferred from other provisions of the Labour Act. Appropriate efforts have to be made in order to establish adequate limitations and sanction their violation, assuming that the dismissal comes shortly after or immediately before the change of employer. This paper will tackle the aforementioned and other unclear legal provisions and gaps in the context of European and comparative labour law. Since it is hard to fully comprehend certain individual employee rights in the event of a transfer of undertakings without considering the meaning of the term “change of employer” in Serbian law, the first part of this paper will be dedicated to the analysis of this notion in comparison with the European concept of transfer of undertakings. Later, we will tackle the principle of preservation of employment, including the importance of employee consent for the transfer of employment contracts to the transferee. This paper will also pay special attention to the obligation of implementing the collective agreement entered into with the transferor, especially in the context of preservation (or, rather, a ban on deterioration) of working conditions, while the issue of liability for employees’ claims will also be analysed. As the protection from transfer-related dismissal has not been directly regulated by the Serbian Labour Act, this paper will try to examine the effectiveness of different regimes of protection against dismissal (by the transferor as well as the transferee). The final chapter will deal with the collective rights of employees as a complement to and a guarantee of their individual rights. These issues will be examined in the context of harmonisation with the EU law, since EU acquis has an important effect on the development of Serbian labour legislation. This is particularly true for directives, while the effects of the judgments rendered by the Court of Justice of the EU seem negligible or even non-existent.

2025

In recent years, along with changes in business, the sector has gained not only local nature but also global one as well. Especially with the development of globalization, enterprises started to offer more impressive or competitive services. To provide better services, enterprises employ experienced workers from all around the world. From now on, a lot of people in different cultures are working within organizations. If they work for a common goal, to be with people, and if they aspire for more effectiveness, efficiency, coordination and communication, in order to ensure a good understanding of each other's cultures employees, they need to know or gain cultural intelligence. Cultural intelligence is very important factor for managers apart from expatriates. As communication has bi-directional character, both sides need to adequate cultural intelligence level. An expatriate is a person temporarily or permanently residing in a country other than that of their citizenship. Cultural intelligence is important factor for success of expatriates. In this paper this topic is presented with literature survey.

2025, The International Journal of Human Resource Management

It is increasingly evident that sexual harassment concerns in the workplace are not limited by national boundaries. Yet, sexual harassment as a research topic has been studied mostly in the United States. Further, even in the US, very few studies have explored sexual harassment from a cross-cultural perspective. The current paper examines this major gap in the literature and focuses on how cultural dimensions are important and can signi cantly in uence the likelihood to sexually harass in various countries. Speci cally, this paper develops a model using Hofstede's cultural dimensions, and conceptualizes these dimensions as key variables in explaining differences in the social-sexual interactions between various countries. It is suggested that varying differences in these dimensions across countries may predict the likelihood of managers sexually harassing in an international and a cross-cultural context.

2025, International Journal of Human Resource Management

Through critical literature review, we introduce the special issue's focus, 'HRM in China: Differences within the country'. Researchers have, in practice, neglected to sufficiently contextualize HRM in China in order to identify, address and explain these differences. This has occurred despite continual calls for better contextualization, a theme common across other, overlapping fields: management in China; organizational behaviour; and HRM in general. A major impediment has been an unwillingness to contextualize beyond the organization or, perhaps the industry. This reflects dominant theoretical preferences in North America that produce literatureled research agendas and 'outside-in' research on China. In effect, academic pressures and the resulting literature also shape research approaches to contextualizing HRM in China. In seeking to promote phenomena-led research with 'inside-out' orientations, we highlight two important contextual conceptions of 'differences': diversity within China, especially where related to space and place; and rising evidence of expressed differences of interests within China's labour markets. The rest of the article provides summary overviews of this special issue's other seven articles, focusing on the phenomena they examine, the contexts they work with, the disciplines they embrace and the research designs/methods they employ. We conclude with suggestions for further research.

2025, International Journal of Human Resource Management

This paper examines the mechanism through which human resource management (HRM) practices promote firms' innovation and how this relationship differs across cultures. Based on a dataset of 3,755 firms from 13 countries, this study finds that in most countries employee-oriented HRM practices that dedicate attention to employee needs and interests are positively related to firms' market-sensing capability, which is the capability to continuously learn about their markets. Market-sensing capability is in turn significantly related to firms' product and process innovation. Cross-country examination further reveals that in high power distance countries employeeoriented HRM practices have a stronger positive effect than in low power distance countries. This study highlights the importance of HRM in supporting the use organizations make of external knowledge, which is critical for organizational innovation. Bringing an external perspective, we complement existing literature that emphasizes the role of HRM in integrating internal knowledge. Our cross-cultural findings contribute to the understanding of cultural contingency in HRM theories.

2025, International Journal of Human Resource Management

To date, literature on HRM system strength has been largely universalistic, that is, it has not considered the implications of context. This is problematic as it overlooks a more detailed exploration of the outcomes of HRM system strength in different situational settings. Adopting a contingency approach, we develop a multilevel conceptual framework and propositions for future research that incorporate context at a societal level, focusing on national culture values. By adopting a cross-cultural lens, we are able to explore the effects of cultural values on the relationship between employee perceived HRM system strength and employee attitudinal and behavioral outcomes. Furthermore, we apply the notion of cultural tightness/looseness, questioning the degree of national cultural value effects in all settings. Our work contributes to the HRM process field in general and HRM system strength in particular by questioning the assumption of universality, and highlights implications for practice and future research.

2025

High-performance work systems (HPWS) are critical for fostering an effective and efficient environment for superior organizational outcomes. HPWS have been positively linked with various outcomes like employee engagement, productivity, organizational performance, job satisfaction, and employee commitment. However, past literature has scant research on mediators that link HPWS with its outcomes. Therefore, this article investigates how HPWS impacts the affective commitment (AC) of employees. By utilizing social exchange theory (SET), we propose that HPWS positively impacts AC through the mediating role of job embeddedness (JE). Further, drawing from organizational support theory, it is also postulated that the relationship between HPWS and AC is mediated by perceived organizational support (POS). We surveyed 332 full-time employees. The analysis utilized structural equation modeling. The findings state that JE and POS mediate the impact of HPWS on employees' AC. The contribution of the study lies in explaining the mechanisms through which HPWS leads to AC among employees. The study gives organizations the valuable knowledge that HPWS is a widely used framework, and organizations should concentrate on its successful implementation. The study offers managers valuable insights into the significance of effectively adopting HPWS.

2025, The Learning Organization

Companies increasingly like to describe themselves as ``knowledge companies'', that store and share experience and knowledge and facilitate open exchange of both. However, trends in career development encourage the ``new deal'' of employment, whereby employability is dependent on the mutual contract of employment for added value. This ``new deal'' environment will encourage individual gatekeepers of knowledge to hoard their specialist knowledge to retain their employability value, rather than share that knowledge with others in the company. This paper considers whether the ``new deal'' is in fact a contradiction to the ``knowledge company'', and whether companies much choose to be one or the other. It concludes that companies which wish to become true knowledge sharing environments must understand the motivational aspects of career development, and adopt a culture that motivates employees to share, while recognising the employees' lack of loyalty and need for independence. Only when companies can balance the treatment of employees as both capital and commodity, can the ``new deal'' company and ``knowledge company'' co-exist.

2025, The International Journal of Human Resource Management

The aim of this study was to analyze Human Resource Professionals' reflections on the prevention of and intervention in workplace bullying across different countries. More specifically, the study sought to identify what actions were, in the experience of human resource professionals, best to prevent and intervene in bullying and uncover organizations' motives for engaging in such work. The study was conducted through semi-structured interviews (n = 214) in 14 different countries/regions, representing all continents and all GLOBE cultural clusters. Qualitative content analysis was performed to analyze the material. The findings indicate that bullying was largely conceptualized as a productivity and cost issue, and that was largely driving efforts to counter bullying. Training and policies were highlighted as preferred means to prevent bullying across countries. In contrast, there were large national differences in terms of preferences for either disciplinary or reconciliatory approaches to intervene

2025

This study, titled "Gap Analysis in Strategic Upskilling: The Impact of Artificial Intelligence on HRIS Practices and Workforce Development," investigates the role of Artificial Intelligence (AI) in enhancing Human Resource Information Systems (HRIS) to address workforce development challenges. Using a mixed-methods approach, including bibliometric analysis and systematic review, the research identifies gaps in current HRIS practices and explores AI-driven solutions for strategic upskilling. The findings reveal that AI enhances HR efficiency by automating tasks, enabling data-driven decisions, and providing personalized upskilling pathways. However, challenges such as data fragmentation, ethical concerns, and employee resistance hinder adoption. This study highlights the importance of developing ethical frameworks, fostering employee trust, and leveraging AI to align workforce skills with organizational goals. By offering actionable insights for organizations, policymakers, and educators, this research emphasizes AI's transformative potential while advocating for further interdisciplinary and longitudinal studies to ensure sustainable workforce growth in the digital era.

2025

This research examined the antecedents and consequences of identification with virtual teams. Specifically, we hypothesized that two structural characteristics (number of faceto-face meetings and task interdependence) and perceived quality of interaction (procedural and distributive justice) would be positively related to identification with the virtual team. A further hypothesis was that team identification would have a positive relationship to extra-role behaviors towards the virtual team. The results from our study, based on a sample of 102 employees of Finnish-based companies, gave partial support for these hypotheses. We found that task interdependence and procedural justice were positively related to team identification. Moreover, team identification mediated the relationship between task interdependence and extra-role behaviors and the relationship between procedural justice and extra-role behaviors as we predicted. We discuss our findings in terms of research on virtual teams, social identity, and organizational justice.

2025

In this paper I review the literature on the antecedents and outcomes of work-family conflict and family-supportive policies. The purpose of this paper is to review and confront two practically divorced literatures and point to the gaps in the literature on work-family conflict and work-family policies in order to recognize avenues for future research. First, I review the literature on work-family conflict, distinguishing theories, antecedents, consequences, typologies, and measures. Second, I focus on the literature of work-family policies. The analysis and comparison of the literatures described in the first and second part serve as sources for summarizing the weaknesses of these literatures and formulating recommendations for future research in the domain of work-family conflict and familysupportive policies. In a last section, I provide a number of broad categories with which to build a framework for research on the work-family interface.

2025

This study aims to determine the mechanism of causal relationship between Human Resource Management (HRM) Practice on Organizational Performance. In response to the debates from previous researchers on how HRM Practice affects Organizational Performance, it encourages further research in this dissertation by involving Business Strategy variable as an external factor of HR management and HR Outcome variable as an internal factor of HR management. Research this dissertation uses a universal perspective approach, contingency perspective and a configurationally perspective. The hypotheses based on these three approaches include the structural relationship between Business Strategy, HRM Practice, HR Outcome and Organizational Performance variables. Conducted a study on 52 units of banking organizations in the region of Southeast Sulawesi to obtain information related to research variables. The data obtained are statistically analyzed by Regression Structural Equation Modeling (SEM) by us...

2025, … Campus, University of …

Address for Correspondence: Alan Felstead, Centre for Labour Market Studies, University of Leicester, 7-9 Salisbury Road, Leicester LE1 7QR, tel: +44 (0)116-252-5946; fax: +44 (0)116-252-5953; email: Alan.Felstead@le.ac.uk ... Word count... more

2025

This study analyzed the influence of Human Resource Management (HRM) practices, workplace culture, and training and development on employee performance at National Irrigation Administration (NIA) – Upper Pampanga River Integrated Irrigation Systems (UPRIIS), Division II, in Talavera, Nueva Ecija. Using a quantitative research design, data were collected from 84 employees through a structured Likert-scale questionnaire. Descriptive statistics.......

2025, The International Journal of Human Resource Management

Existing high performance work system (HPWS) research has rarely considered cultural influences. This study investigates the relationships between guanxi, HPWS and employee attitudes in China. A data-set consisting of 226 employees in a Chinese state-owned enterprise in the railway sector was used to test the hypotheses. Using structural equation modelling as an analytical tool, we found that guanxi was positively related to HPWS and trust. Similar to research in the Western context, HPWS was found to be positively related to trust and job satisfaction. Moreover, the results also revealed that HPWS mediated between guanxi and both trust and job satisfaction. Theoretical and practical implications are both discussed.

2025, The International Journal of Human Resource Management

The self-managed work team is an organizational structure that is much used by companies today. It is put forward as the most appropriate setting for the creation and transfer of knowledge, while protecting the source of competitive advantage. However, achieving efficiency in a work team is not without its difficulties. The literature indicates that a suitable climate minimizes these. In this study, we analyse, both theoretically and empirically, the components of that climate as well as some organizational initiatives that favour its presence. The empirical study was carried out on a sample of 363 individuals working in self-managed teams within companies, mostly multinationals, located in Spain. Keywords Self-managed work teams; transfer and creation of knowledge; high care.

2025, The International Journal of Human Resource Management

Drawing on previous work in the knowledge management literature, this article develops a conceptual framework to analyse the cause and effects of international assignments as a knowledge transfer mechanism. In examining the characteristics of knowledge transferred within multinational companies (MNCs) the use of international assignees is explained and justified. The article also identifies the factors influencing the success of international assignees as knowledge transferors. It is argued that, in addition to the specific characteristics of the knowledge involved, transfer success will be affected by three sets of human-related factors: abilities and motivation of international staff; abilities and motivation of local employees; and the relationship between local and international staff. The article concludes by discussing some management initiatives helping to trigger the human-related factors.

2025

Human IT capability gained mainly from the organization based on the strategic perspective of human resources. Human capital is a valuable resource for organizations as intellectual assets. Hence, human IT resources can be perceived as a strategic capability that directly impacts performance in the Jordanian banking sector. This research aims to examine the mediating effect of competitive advantage between IT human resources on performance in the Jordanian banking sector from 2014 to 2019. To achieve the research objectives, it is expected from this study to generate practical knowledge that can be used by the IT human resources of the respective banks to create a competitive advantage and improve their performance. Additionally, this study is expected to add to knowledge in various ways, including demonstration of how IT human resources as a dynamic resource could impact the competitive advantage and firm performance in light of the Resource-Based View (RBV) theory. Thus, a quantitative method is used to collect and analyze data from 16 Jordanian banks; the targeted population is about 853 management staff of the Jordanian banks. The empirical results showed the mediating effect of competitive advantage on the relationship between IT human resources and performance; this conclusion related to the sufficient capturing of the respective setting that in turn becomes a positive impact. Furthermore, human IT resources in the given context could be revealed with other resources and capabilities, or through different business routines.

2025, International Journal of Human Resource Management

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2025

Although there is a growing literature on the presence of China in Africa, much of this focuses at the macro level. Knowledge of management of Chinese organizations remains largely anecdotal in sub-Saharan Africa. The current paper attempts to point the way for informed empirical research by linking current knowledge at macro level with enquiry at organizational level informed by management literature on China and Africa. Propositions are presented, with suggested methodology and research methods. The current lack of knowledge at organizational level may be leading to cross-cultural management issues on the part of Chinese and African partners. By taking a cross-cultural approach this paper seeks to address some of these issues. China in Africa; South-South relationships; cross-cultural management The presence of Chinese organizations in sub-Saharan Africa is significant for the economies of both national partners, as well as impacting the lives of staffs and communities in those countries of operations, which now include most countries south of the Sahara (CCS, 2008), as well as Chinese expatriate staff and managers. A lack of cross-cultural understanding on the part of Chinese managers operating in Africa, or indeed of African government official, business leaders, managers, staffs and communities working with Chinese organizations may create issues detrimental to the effective and appropriate management of such organizations.

2025, International Journal of Human Resource Management

Many knowledge intensive organizations (KIOs) have invested in tools and policies to enhance knowledge-sharing and application as this is crucial for their growth. The implementation of these tools results in multiple approaches for knowledge-sharing being available. This article reports on an empirical study of five global management consultancies investigating how consultants choose between these knowledge-sharing alternatives and the factors driving this choice. Our findings indicate that consultants base their decisions on both judging the anticipated benefits of the knowledge content and the associated process costs. Importantly, the criteria employed to assess these knowledgesharing alternatives was different to that of the leadership. The use of different criteria resulted in the leadership championing tools and policies that the consultants did not perceive as valuable. The study contributes to the human resource management and knowledge management literature, not only by surfacing criteria, yet to be discussed in the literature, used by the leadership and consultants of KIOs in determining which knowledge-sharing approach to use, but also by highlighting that when considering KM tools it was critical to take a multi-level approach as there may be some differences in rationales as to why some systems are used or not.

2025, The International Journal of Human Resource Management

2025

The field and practices of Human Resource Management (HRM) are experiencing substantial transformation as organizations adjust to rapid technological advancements, the globalization of the workforce, and flowing employee prospects. This paper investigates the growing role of HR professionals in leading these transformations, emphasizing the strategic importance of human capital in organizational success. By addressing key factors such as digital transformation, the assimilation of diversity and inclusion practices, and the growth of transformational leadership, the paper focuses on how HR can advance organizational flexibility, innovation, and growth. Additionally, the paper addresses the critical need for HR to support continuous learning, advance inclusive work environments, and adapt to the increasingly digital workplace. The paper concludes that HR professionals must progress from traditional administrative roles to strategic leadership readiness who drive change, ensuring that organizations remain viable and sustainable in a dynamic, globalized setting.

2025, UNILAG Journal of Business

In the past, women were confined to their husband's home taking care of household responsibilities but with the advent of industrialization, women role has drastically increased. This new roles creates an imbalance in one domain. The study investigated work life balance among female academicians in selected universities in Kwara state. The populations of female lecturers were 204 out of which 135sample size. A structured Questionnaire was used as an instrument of data collection. The findings of this study discovered that 1) the relationship between management support and women career advancement is significant since alpha level of 0.05 is greater than the p-value of 0.000 2) the relationship between childcare and working mother's commitment is significant since alpha level of 0.05 is greater than the pvalue of 0.000 3) the correlation co-efficient gives (r=0.792) meaning that there is a perfect positive relationship between flexible workings hours and job engagement of working mother. The special findings of the research are that majority of the female lecturers of selected universities in Kwara don't have career plans and career orientation. This study recommend the use of paternity leave by spouse immediately affect their wives gives birth to increase spouse support, increase managerial/organizational support in term of implementing work life balance policies, provision of childcare facilities at the work place would help working mothers put their mind at rest and improve their commitment, implementation of flexible working to increase their engagement and commitment to the organization.

2025, The International Journal of Human Resource Management

Healthcare is a sector where investments in information technology (IT) have been found to be associated with improvements in the quality of care, efficiency, and safety. Prior studies have not asked whether the quality of IT is also associated with improved work-life balance for employees. This study addresses that question using the Job Demands-Resources model and a longitudinal sample of 11,140 physicians in Australia. Controlling for a variety of factors that may also influence work-life balance, and using diverse specifications, the reported quality of IT services is positively associated with work-life balance. The measured effects of IT support are smaller than those for long and unpredictable work hours, but similar to those for many other job demands and resources, such as colleague support, complex patients, or part-time employment for women physicians. Implications for HR researchers and practitioners are discussed in conclusion.

2025, The International Journal of Human Resource Management

In this comparative survey of seventy-three Russians and ninety-two US managers, we explore differences and similarities in ethical decision-making among respondents from these two countries within a business context. Using Reidenbach and Robin's (1988) multi-criteria ethics instrument, we examined whether business people in Russia and the US differed in their judgment of the ethical content of business decisions. Russia and the US provide an interesting comparison because of the extreme differences in their cultural characteristics as well as in their economies and related business development. Our results indicate that, while Americans, in general, tended to assess certain actions as less ethical when applying utilitarian or justice criteria, the ethical judgments of the two groups differed by situation and by criteria employed.

2025, International Journal of Human Resource Management

The purposes of this paper are to explore the effect that perceived HR practices have on the innovative work behavior (IWB) of individual workers and to examine the role that an innovative climate plays in this relationship. We hypothesize that employees will show greater IWB if they perceive the organizational climate to support innovation and perceive the presence of HR practices related to a compensation system, training and development, information sharing, and supportive supervision. Using data from 463 individuals in four Dutch manufacturing companies, the study tests the effects of employees' perceptions of HR practices and of an innovative climate on their innovative behaviors. We found that employee perceptions of a compensation system are negatively related to IWB, and that employee perceptions of information sharing and supportive supervision are positively related to IWB. The effect of perceptions of information sharing and training and development on IWB are moderated by an innovative climate, in such a way that information sharing has a stronger effect on IWB and training and development a weaker one. Managers can stimulate innovative behavior by investing in information sharing, supportive supervision, and establishing an innovative climate.

2025, Baltic Journal of Management

Purpose -Organisations increasingly implement self-managing teams (SMTs) to empower their employees. By drawing from the HRM process model and multilevel thinking, this paper explores how the HRM function changes in terms of actors and activities when introducing SMTs. Design/methodology/approach -An in-depth, multilevel case study was conducted at a large healthcare organisation in The Netherlands, making use of 70 interviews, document analysis and observations. Findings -The findings show that SMTs transform the HRM function by changing the responsibilities of teams, HRM professionals and line managers in the implementation of HRM activities. The analysis shows that many HRM responsibilities are devolved to SMTs, which are supported by the HRM department. Research limitations/implications -These changes in the HRM function influence the HRM implementation process and provide all actors with new roles and activities. Based on these findings, this paper presents an inductive model of HRM implementation. Practical implications -The findings help HRM practitioners to transform the HRM function when deciding to introduce SMTs. Originality/value -This article is one of the first that empirically explores how the HRM function changes as a consequence of introducing SMTs. This is important because more and more organisations are adopting SMTs, while knowledge about the role of HRM is lacking.