The Operational and Signaling Benefits of Voluntary Labor Code Adoption: Reconceptualizing the Scope of Human Resource Management in Emerging Economies

2016 ◽  
Vol 59 (2) ◽  
pp. 658-677 ◽  
Author(s):  
Mevan Jayasinghe
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Emerging Economies

scholarly journals Lordly Management and its Discontents: ‘Human Resource Management’ in Pakistan

2021 ◽  
pp. 095001702199736
Author(s):  
Syed Imran Saqib ◽  
Matthew MC Allen ◽  
Geoffrey Wood
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Emerging Economies ◽  
Banking Industry ◽  
New Institutionalism ◽  
Early Career ◽  
Hrm Practices ◽  
Power Differentials ◽  
Cultural Script

New institutionalism increasingly informs work on comparative human resource management (HRM), downplaying power and how competing logics play out, and potentially providing an incomplete explanation of how and why ‘HRM’ and associated practices vary in different national contexts. We examine HRM in Pakistan’s banking industry and assess how managers’ espoused views of HRM practices reflect prevailing ones in dominant HRM models, and how they differ from early-career professionals’ perceptions of these practices. The cultural script of ‘seth’ (a neo-feudalist construction of authority) influences managers’ implementation of HRM policies and competes with the espoused HRM logic. We argue that managers will pursue a ‘seth’ logic when managing employees, as it reproduces existing power differentials within companies. By doing so, they render HRM unrecognizable from dominant models. Indeed, by using the term ‘HRM’, much of the existing, new institutionalism-influenced literature rationalizes a particular view of organizations and management that is inappropriate and analytically misleading in emerging economies.

E-Recruitment in Emerging Economies

2009 ◽  
pp. 357-362
Author(s):  
Pramila Rao
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Appraisal ◽  
Human Resource ◽  
Emerging Economies ◽  
Low Cost ◽  
Bulletin Board ◽  
Fortune 500 Companies ◽  
Internet Portals ◽  
National Boundaries

Electronic human resource management (e-HRM) is the process of using online technology for human resource management activities, such as recruitment, training, performance appraisal and benefits (Rudich, 2000). The goal of this article is to discuss the origins of e-recruitment and address some challenges of e-recruitment in emerging economies like India and Mexico as multinationals seeks to establish strong presence in these countries. E-recruitment originated in the form of independent job sites called bulletin board systems in the 1980s. Initially only the U.S. universities and military had access to Internet facilities. However, the PC revolution that embraced the world in the early 1990s changed the corporate landscape completely (Rudich, 2000). Today more than three-fourths of the Fortune 500 companies use online recruiting and approximately about 18 million people are posting their resumes on Internet portals such as Monster.com (Feldman & Klaas, 2002). Corporations are aggressively seeking the best talent worldwide. Internet recruiting allows organizations to tap a huge talent beyond their own national boundaries (Birchfield, 2002). E-recruitment has several advantages such as its low cost (Galanaki, 2002; Rudich, 2000), quick response time (Hays, 1999), wide range of applicants (Sessa & Taylor, 2000), and worldwide accessibility (Galanaki, 2002; Vinutha, 2005). Specifically to recruitment, it has demonstrated a shorter recruitment cycle and lower cost-per-hire (Jasrotia, 2001; Pollitt, 2005; Sridhar, 2005). For instance, Nike has demonstrated with the use of e-recruitment the average time to fill job positions reduced from 62 to 42 days and the recruitment costs reduced by 54% (Pollitt, 2005). From the employees’ perspective, is that it has made the recruitment process a very proactive one—now passive applicants post their resumes online in anticipation of an interview (Mollison, 2001). Further, online recruitment allows applicants the luxury of accessing jobs online at their own convenience 24 hours 7 days a week. It provides the comfort of scrutinizing jobs without physically going through the stress of an interview. Finally, it allows applicants to get a thorough understanding of the organization and its culture before joining the organization (Vinutha, 2005).

E-Recruitment in Emerging Economies

2011 ◽  
pp. 635-642
Author(s):  
Pramila Rao
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Appraisal ◽  
Human Resource ◽  
Emerging Economies ◽  
Low Cost ◽  
Bulletin Board ◽  
Fortune 500 Companies ◽  
Internet Portals ◽  
National Boundaries

Electronic human resource management (e-HRM) is the process of using online technology for human resource management activities, such as recruitment, training, performance appraisal and benefits (Rudich, 2000). The goal of this article is to discuss the origins of e-recruitment and address some challenges of e-recruitment in emerging economies like India and Mexico as multinationals seeks to establish strong presence in these countries. E-recruitment originated in the form of independent job sites called bulletin board systems in the 1980s. Initially only the U.S. universities and military had access to Internet facilities. However, the PC revolution that embraced the world in the early 1990s changed the corporate landscape completely (Rudich, 2000). Today more than three-fourths of the Fortune 500 companies use online recruiting and approximately about 18 million people are posting their resumes on Internet portals such as Monster.com (Feldman & Klaas, 2002). Corporations are aggressively seeking the best talent worldwide. Internet recruiting allows organizations to tap a huge talent beyond their own national boundaries (Birchfield, 2002). E-recruitment has several advantages such as its low cost (Galanaki, 2002; Rudich, 2000), quick response time (Hays, 1999), wide range of applicants (Sessa & Taylor, 2000), and worldwide accessibility (Galanaki, 2002; Vinutha, 2005). Specifically to recruitment, it has demonstrated a shorter recruitment cycle and lower cost-per-hire (Jasrotia, 2001; Pollitt, 2005; Sridhar, 2005). For instance, Nike has demonstrated with the use of e-recruitment the average time to fill job positions reduced from 62 to 42 days and the recruitment costs reduced by 54% (Pollitt, 2005). From the employees’ perspective, is that it has made the recruitment process a very proactive one—now passive applicants post their resumes online in anticipation of an interview (Mollison, 2001). Further, online recruitment allows applicants the luxury of accessing jobs online at their own convenience 24 hours 7 days a week. It provides the comfort of scrutinizing jobs without physically going through the stress of an interview. Finally, it allows applicants to get a thorough understanding of the organization and its culture before joining the organization (Vinutha, 2005).

scholarly journals INTERNATIONAL HUMAN RESOURCE MANAGEMENT FOR EXPATRIATION IN EARLY AND LATE MOVER MULTINATIONALS

2019 ◽  
Vol 12 (3) ◽  
Author(s):  
Alessandra Costenaro Maciel ◽  
Giana De Vargas Mores ◽  
Eduardo De Camargo Oliva ◽  
Edson Keyso de Miranda Kubo
Keyword(s):  
Resource Management ◽  
Career Development ◽  
Human Resource Management ◽  
Multinational Corporations ◽  
Human Resource ◽  
Emerging Economies ◽  
Work Relations ◽  
Multiple Case ◽  
Multiple Case Studies ◽  
Recruitment And Selection

The rise of multinational corporations in emerging economies led to an interest in understanding human resource management in multinationals with subsidiaries. Our research aims to analyze the IHRM practices used for the expatriation of professionals in early and late mover multinationals located in Brazil. This research has a qualitative approach with multiple case studies, and it is both exploratory and descriptive. We perform interviews, document analyses, and observation. The results show similarities between both analyzed groups, except in the recruitment and selection, career development, and work relations practices. We conclude that both in the early and late mover multinationals there are no repatriation programs focused on career development, and a specific process to assess the expatriates’ performance.

scholarly journals Employing Quantile Regression for Influences of Human Resource Management on Employee Performance

2021 ◽  
Vol 12 (1) ◽  
pp. 156
Author(s):  
Quang Linh Huynh ◽  
Huynh Thi Thu Suong
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Emerging Economies ◽  
Management Practices ◽  
Employee Performance ◽  
Business Decisions ◽  
Conditional Mean ◽  
Human Resource Management Practices ◽  
Comprehensive Picture

The current study has employed the regression of quantile to explore the impacts of human resource management practices on employee performance at enterprises in business. The research data was collected in Vietnam as a developing economy. The empirical results offer a quite comprehensive picture of the causal linkages from the practices of human resource management to employee performance in emerging economies. These complex linkages have been explored at different quantiles of the conditional distribution of employee performance. The findings reveal that at different points of the conditional mean of employee performance, the effects of human resource management practices are different. The current work is helpful to researchers and business directors, especially in emerging countries like Vienam, by providing them with a more comprehensive picture of the multifaceted links from the practices of human resource management to employee performance. Accordingly, they are able to make better business decisions on the implementation of suitable human resource management. Finally, their enterprises can achieve better employee performance, which in turn leads to superior firm performance.

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