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

Abstract,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... more

Abstract,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

The purpose of this article is to develop a theoretical framework for governing an organization’s relationships with customers engaged as contributors to the organization’s business processes (i.e. customers as quasi-employees). Based on... more

The purpose of this article is to develop a theoretical framework for governing an organization’s relationships with customers engaged as contributors to the organization’s business processes (i.e. customers as quasi-employees). Based on our suggested framework, we explain how appropriate customer-centric HRM practices can support more cost-effective and accommodating adaptations in the organization’s governance of its relationships with customers. We complement these propositions with practical examples illustrating how customers who take different cooperative roles will increasingly become valuable organizational assets. The collaborating customers not only provide the information necessary for the successful performance of the service exchange, but also contribute human and social capital in performing tasks that are a complement to or a substitute for employee tasks. In conclusion, we outline implications for international human resource management (IHRM), as well as future research directions for examining the relationships among customer governance, role configurations, and IHRM practices.

The interest in strategic human resource management (HRM) has spawned a number of empirical research studies that investigated the impact of HRM practices on organizational performance. However, very little attention has been paid to... more

The interest in strategic human resource management (HRM) has spawned a number of empirical research studies that investigated the impact of HRM practices on organizational performance. However, very little attention has been paid to address the impact of HRM practices on operations management and to generalize the findings across countries and industries. Success of some business decisions (e.g. globalization and merger and acquisition) necessitates recognition and reconciliation of the differences among HRM practices in different countries and industries. This study attempts to generalize the efficacy of seven HRM practices proposed by Pfeffer in the context of country and industry, focusing primarily on the effects of these practices on operations. The findings provide overall support for Pfeffer’s seven HRM practices and empirically validate an ideal-type HRM system for manufacturing plants.

Following a review of the background literature, this paper details, from an HRM perspective, the development and implementation of a 360° task-based performance measurement system developed and validated on ninety-three Australian and... more

Following a review of the background literature, this paper details, from an HRM perspective, the development and implementation of a 360° task-based performance measurement system developed and validated on ninety-three Australian and Singaporean managers evaluated by 489 self, peer, superior and subordinate raters. The managers, from the construction and retail industries, were scored on a series of performance elements summated to establish an overall performance score. The application of the method resulted in a strong polarization of results with an élite group of highly performing managers being distinguished from all others. The findings of this research provide an important insight into the perceived polarity of managerial performance and its fundamental implications for human resource professionals considering the adoption of 360° measures within their organizations.

A limited number of studies in Africa have reconciled human resource management (HRM) programs with cultural diversity as represented by Hofstede's cultural dimensions. The objective of this study is to examine how Western-based HRM can... more

A limited number of studies in Africa have reconciled human resource management (HRM) programs with cultural diversity as represented by Hofstede's cultural dimensions. The objective of this study is to examine how Western-based HRM can be modified to embrace cultural diversity in an African context. A mixed methodology employed a survey, as well as a case study in Mozambique. The results indicate high levels of power distance, collectivism, uncertainty avoidance, and feminism that are very similar to Kenya. These dimensions differed across a spectrum of employee levels illustrating cultural hybridization at firm level in a multinational operating in Africa. The results also illustrate the importance of a range of health, family, and societal beliefs in the workplace. Finally, a series of HRM recommendations were developed in an African context with respect to the selection, training, performance measurement, and management programs of the company.