Combining lifelines to thrive: a stage-based need fulfilment network of international assignees

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Prantika Ray ◽  
Sunil Kumar Maheshwari
Keyword(s):  
Human Resource Management ◽  
Human Resource ◽  
Host Country ◽  
Design Methodology ◽  
International Assignment ◽  
Content Type ◽  
Host Country Nationals ◽  
Developmental Network ◽  
Mentoring Functions ◽  
Practical Implications

PurposeThe paper tries to understand the needs of the international assignees across the different stages of expatriation and how different developers in the professional and non-professional sphere render support and advice through these stages.Design/methodology/approachIn this paper, the authors have interviewed 20 expatriates of various nationalities and tried to understand the various needs of the expatriates across the three initial stages of an assignment.FindingsThe paper finds that four important mentors in an expatriation assignment play multiple need-based mentoring functions at various assignment stages: host country nationals (HCNs), parent country nationals, fellow expatriates and family.Research limitations/implicationsThis paper contributes to the literature on the need-based support rendered to expatriates during an international assignment. The paper, however, does not incorporate the perceptions of other vital stakeholders in the network and their intentions to contribute to the developmental network.Practical implicationsThis paper lays down important practical implications for expatriates and the human resource management (HRM) professionals. This paper urges the practitioners to take a nuanced approach for developing expatriates than a generalized mentoring programme.Originality/valueThis study highlights the changing needs of the international assignees across the stages of an international assignment and demonstrates the important intra-organizational and extra-organizational developers such as family members in the fulfilment of these needs.

Does human capital pay? The influence of leader human capital and employee human capital on leader bonus earnings

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Christopher M. Harris ◽  
Lee W. Brown
Keyword(s):  
Human Capital ◽  
Human Resource Management ◽  
Human Resource ◽  
Design Methodology ◽  
Head Coaches ◽  
Head Coach ◽  
Management Research ◽  
Content Type ◽  
Leader Performance ◽  
Practical Implications

PurposeThe human capital of a leader and the human capital of the employees who work for the leader can impact the bonus earned by the leader. Little to no research has examined data that includes the maximum potential bonus that could be earned by a leader and the actual bonus earned. This information provides a closer examination of leader performance and the impacts of leader and employee human capital on the bonus earned by the leader.Design/methodology/approachThe authors use a sample of NCAA college football teams and head coaches over two years to test their hypotheses. They measure the human capital of the team and the human capital of the head coach. In addition, the authors assess the percentage earned by the head coach of the maximum potential bonus possible.FindingsThe authors find that a coach's human capital and the human capital of their team positively and significantly predict the percentage of the maximum possible bonus earned by the head coach.Practical implicationsThe results of this study indicate the importance of leader human capital to a leader's ability to earn more of their maximum potential bonus. Additionally, if a leader is able to surround himself or herself with highly talented employees, it will benefit the leader in terms of the amount of bonus earned.Originality/valueThis study extends previous research to provide a more complete picture of factors that influence a leader's ability to earn more of their maximum possible bonus. The authors’ findings that both the human capital of the leader and the human capital of employees who work for the leader impact the amount of bonus earned by the leader add value to human resource management research. Specifically, when examining factors that impact a leader's bonus earnings, it is important to consider not only characteristics of the leader but also factors apart from the leader, such as the leader's employees.

A perspective-taking model for global assignments

2014 ◽  
Vol 2 (3) ◽  
pp. 280-297 ◽  
Author(s):  
Joon Hyung Park ◽  
Je’Anna Lea Abbott ◽  
Steve Werner
Keyword(s):  
Host Country ◽  
Cognitive Processes ◽  
Perspective Taking ◽  
Design Methodology ◽  
Psychological Capital ◽  
View Point ◽  
Content Type ◽  
Host Country Nationals ◽  
Conceptual Paper ◽  
Practical Implications

Purpose – The purpose of this paper is to propose a model that explains how proactive cognitive processes, such as perspective-taking, relates to expatriates’ effectiveness. Design/methodology/approach – This conceptual paper presents the model that is based on the perspective-taking models developed by Parker et al. (2008) and applies them to the expatriate context. Findings – The authors present a framework that delineates how the perspective-taking process leads to an expatriate’s effectiveness. The authors provide propositions about which factors motivate expatriates to engage in perspective-taking and which factors influence higher accuracy of understanding of the host country nationals’ (HCN) perspective. Practical implications – Guidance is provided for the training of expatriate to develop perspective-taking. Originality/value – The paper expands the expatriate research by incorporating the perspective-taking model to identify which factors may motivate expatriates to see the HCN view point. Also, the paper contributes to the literature by identifying how resources such as expatriates’ psychological capital may promote the degree of accuracy or comprehension with respect to the HCN thoughts and feelings.

Dovetailing talent management and diversity management: the exclusion-inclusion paradox

2017 ◽  
Vol 4 (4) ◽  
pp. 315-331 ◽  
Author(s):  
Dagmar Daubner-Siva ◽  
Claartje J. Vinkenburg ◽  
Paul G.W. Jansen
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Design Methodology ◽  
Diversity Management ◽  
Talent Management ◽  
Content Type ◽  
Marginalized Groups ◽  
Paradox Theory ◽  
Practical Implications

Purpose The purpose of this paper is to adopt a paradox lens for dovetailing the human resource management sub-domains of talent management (TM) and diversity management (DM), in the attempt to create closer alignment between the two. Design/methodology/approach The authors review paradox theory, TM and DM literatures and formulate a paradox that becomes apparent when considering TM and DM simultaneously. Findings The authors coin this tension as the “exclusion-inclusion paradox,” highlighting that TM and DM reflect contradictory, yet interrelated principles: organizations promote exclusion through a TM architecture that focuses on the identification and development of a few selected employees, while simultaneously, organizations promote inclusion, in the attempt to minimize existing inequalities for traditionally marginalized groups. Practical implications Once uncovered, the exclusion-inclusion paradox enables organizational actors to make choices on whether to respond actively or defensively to the paradox. The authors argue for active responses in order to work through the paradox. Originality/value This is the first paper adopting a paradox lens in order to interweave the DM literature with TM literature in the attempt to explain how DM and TM constitute contradicting yet interrelated principles.

The value of employees who go the extra mile

2014 ◽  
Vol 22 (4) ◽  
pp. 29-32
Author(s):  
Randall P. Bandura ◽  
Paul R. Lyons
Keyword(s):  
Job Satisfaction ◽  
Resource Management ◽  
Human Resource Management ◽  
Organizational Behavior ◽  
Work Environment ◽  
Human Resource ◽  
Positive Reinforcement ◽  
Design Methodology ◽  
Content Type ◽  
Practical Implications

Purpose – The purpose of this paper is to present the concept of voluntary, helpful organizational behavior and offer a discussion of research that aims to help managers to encourage such behavior among their employees. Design/methodology/approach – This paper discusses voluntary, helpful organizational behavior based on a review of recent research, as well as findings from the authors’ research. Findings – This paper explains that voluntary, helpful organizational behavior could include, for example, taking the initiative to increase one’s knowledge about the job, technology, tools, industry, competitors and so on; making constructive suggestions; taking the initiative to help solve unexpected problems; working diligently to meet some deadlines; and volunteering to help with some tasks that are not part of one’s normal task duties. Practical implications – The authors reveal that for voluntary, helpful organizational behavior to flourish, manager or supervisor supportiveness is important; management should provide and reinforce procedural justice in the workplace; managers should help employees in attaining job satisfaction; and managers should use positive reinforcement. Social implications – A set of behaviors that can be useful not only in the work environment but also in society as a whole has been described. Originality/value – This paper points out that there is little information in practitioner journals addressing the behaviors in pragmatic terms. It also offers practical suggestions for human resource management.

Implications for human resource management practice: using a neuroscientific lens

2019 ◽  
Vol 33 (4) ◽  
pp. 9-12
Author(s):  
Poornima Sehrawat ◽  
Rajasshrie Pillai
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Design Methodology ◽  
Management Practice ◽  
Human Resource Management Practice ◽  
Content Type ◽  
Hr Management ◽  
Hr Managers ◽  
Practical Implications

Purpose The purpose of this study is to understand the importance of neuroscience for human resource management (HRM). Design/methodology/approach This study reviewed the extant literature and interviewed doctors and HR managers to understand the implications of neuroscience for HRM. Findings This paper highlights the applications and understanding of neuroscience in various verticals of HRM for effective HR management. Practical implications This paper provides valuable insights to HR managers to develop HR practices considering the implications of neuroscience for HRM. Originality/value This study is valuable, as it provides the details of usage of neuroscience for effective HRM.

scholarly journals The liability for employers for the conduct of their employees – when does an employee’s conduct fall within the “the course of employment”?

2016 ◽  
Vol 24 (7) ◽  
pp. 44-47
Author(s):  
Engin Mustafa
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Design Methodology ◽  
Reading Time ◽  
Case Law ◽  
Content Type ◽  
Employer Liability ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the papers in context. Findings All employers need to understand the exposure to risk that their organizations face. In the field of human resource management, the liability of the employer for the actions (or omissions) of an employee is a key part of managing that risk. The scope of such liability is delimited by both statute and case law which has helped clarify the position of employer liability, thereby allowing an employer to mitigate risk. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Craft work

2019 ◽  
Vol 27 (2) ◽  
pp. 9-11
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Design Methodology ◽  
Reading Time ◽  
Labor Relations ◽  
Content Type ◽  
Pertinent Information ◽  
Modern Era ◽  
Practical Implications

Purpose The purpose of this paper is to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Even in the modern era, human resource management can make fundamental mistakes that alienate a workforce, even when they are actually trying to do the exact opposite. This must have been common in, for example, the 1970s, when labor relations were tense and many workers almost felt at war with their HR department. Things have changed radically since then, and very much for the better, but alienation can sometimes only be too close at hand. Practical implications This paper offers strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Samsung’s journey to excellence in quality

2015 ◽  
Vol 7 (2/3) ◽  
pp. 312-320 ◽  
Author(s):  
Wan Seon Shin ◽  
Chongman Kim
Keyword(s):  
Quality Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Design Methodology ◽  
Parallel Systems ◽  
Dual Sourcing ◽  
Content Type ◽  
The Past ◽  
Field Management ◽  
Practical Implications

Purpose – The purpose of this paper is to investigate Samsung’s strategic efforts in achieving excellence in quality. Design/methodology/approach – This study divides Samsung’s activities into five distinctive areas: quality leadership, motivating employees, methodologies, preemptive priorities and key activities in the field management. Case studies will be explored based on the chronological analysis of the above five subjects, and a comprehensive roadmap toward excellence will also be suggested. Findings – This study has found that Samsung has used diverse concepts to excel in improving quality and profitability simultaneously. The company’s approaches are divided into five categories and positioned according to their possible contributions to excellence. One of the key findings of this paper is the concept of “the line of redundancy” which adopts parallel systems. For example, its parallel systems such as dual sourcing and 120 per cent human resource management have contributed to Samsung’s quality. Practical implications – The result of this study will help managers implement innovative initiatives for achieving excellence through quality management. Originality/value – Samsung has improved the quality dramatically and many companies want to learn Samsung’s way. This paper investigated how Samsung developed the quality system in the past decades and suggests some findings.

scholarly journals Early global Trotters and their entrepreneurial employment practices

2016 ◽  
Vol 8 (3) ◽  
pp. 378-384 ◽  
Author(s):  
Qianqian Chai ◽  
Cherry Wun Mei Cheung ◽  
Caleb Kwong
Keyword(s):  
Host Country ◽  
Multinational Enterprises ◽  
Design Methodology ◽  
Wage Differential ◽  
Governance Structure ◽  
Employment Practices ◽  
Content Type ◽  
Blue Book ◽  
Host Country Nationals ◽  
Internal Context

Purpose Questions have often been asked of the ethicality of multinational enterprises (MNEs) with the conducts of many being classified as exploitative. This is particularly so the internal context, where MNEs are often reluctant to employ host country nationals at important positions and treat their host and parent countries employees differently. This study aims to examine whether the locals are really getting the raw end of the deal. Design/methodology/approach Utilising a unique record book that is available about the employment details of civil servants in Hong Kong known as the blue book, this study intends to examine whether first-moving multinational organisations treated their local employees in an ethical and reasonable manner, for the employees entering the service between 1845-1850. Findings The data suggests that, overall, host country nationals earn much less than not only the British but also those from third countries. Moreover, parent country nationals were placed at important officer and supervisory roles, as oppose to host country nationals at the bottom, forming a typically ethnocentric governance structure (Perlmutter, 1969). Furthermore, even divided by grade, the starting salary difference between host and parent country nationals remain considerable. However, the reason for this is complex, and the authors do not have a quick and precise answer as to whether there has been discrimination. Research limitations/implications The findings perhaps explain the dilemma faced by the early-movers because they tend to feel the strong need of adopting an ethnocentric approach, which can be extremely costly as a result of the large wage differential. A balance needs to be struck between this and utilising host country nationals, which might not necessarily possess all the essential qualities but might be cheaper. Originality/value This is the first study examining the employment practices of fast-moving MNEs.

Mina makes the most of human‐resource management

2013 ◽  
Vol 21 (1) ◽  
pp. 26-27 ◽  
Author(s):  
Antonios Panagiotakopoulos
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Customer Service ◽  
Strategic Human Resource Management ◽  
Employee Empowerment ◽  
Small Companies ◽  
Content Type ◽  
Practical Implications ◽  
Conditions Of Employment

PurposeThe purpose of this paper is to describe how strategic human resource management has transformed the fortunes of three Greek micro‐enterprises.Design/methodology/approachThe paper explains the problems faced by Mina mini‐market, Franco leather manufacturing and Yiannis Hair Care, and how they overcame them.FindingsThe paper highlights the key role that training can play in improving product quality and customer service and setting a struggling company back on the track to success.Practical implicationsThe paper reveals that training can go hand in hand with new bonus schemes, employee empowerment and better conditions of employment.Social implicationsThe paper details a number of approaches that small companies can adopt to help them to survive in a challenging economic context.Originality/valueThe paper recounts how three Greek micro‐businesses have achieved organizational change against the background of difficult economic circumstances.

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