A Comparison of Contemporary Human Resource Management and Employment Relations Practices of Japanese and US Multinational Corporation Subsidiaries: Evidence from Four Countries

2019 ◽  
Vol 74 (4) ◽  
pp. 742
Author(s):  
Timothy Bartram ◽  
Duncan Adam ◽  
Tony Edwards ◽  
Patrice Jalette ◽  
John Burgess ◽  
...  
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Multinational Corporation ◽  
Employment Relations

Human Resource Management in the African Context

2021 ◽  
pp. 305-326
Author(s):  
Frank M. Horwitz ◽  
Linda Ronnie
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Multinational Corporations ◽  
Human Resource ◽  
Emerging Market ◽  
Cross Cultural ◽  
Employment Relations ◽  
Policy And Practice ◽  
African Countries ◽  
New Findings

This chapter provides a critical overview of the evolving human resource management (HRM) research context, labor market developments, insights regarding cross-cultural diversity, human resource practices, issues pertaining to the efficacy of adoption of Western and East Asian international HRM, and employment relations in African countries. Given the influence of multinational corporations on the diffusion and development of HRM in African countries, issues pertaining to their influence are critically evaluated. Even with the increasing focus on the Chinese–African HRM nexus, studies on African management or HRM are often country specific, occasionally comparative, and variously suggest that HRM practices follow the convergence perspective, “cross-convergence” perspective, or divergence perspectives. There are still unexplored issues relating to African management or HRM, and new findings could reshape the research agenda, HRM policy, and practice. Though often country or regionally focused, there is evidence of increasing research on HRM issues and mergers and acquisitions, impacts of privatization on HRM, knowledge appropriation, emerging market multinational corporation HRM policy and practice, diversity and cross-cultural management, HIV/AIDS policy implementation issues, sustainable development and corporate social responsibility, and impacts of the institutional and regulatory environment on HRM and employment relations.

scholarly journals COVID-19: The Prospects for Nonprofit Human Resource Management

2020 ◽  
Vol 11 (1) ◽  
pp. 5
Author(s):  
Kunle Akingbola
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Well Being ◽  
Employment Relations ◽  
Call To Action ◽  
Essential Services ◽  
Primary Institutions ◽  
Health And Well Being

This article explores the impacts of COVID-19 on nonprofit employees and human resource management (HRM). The pandemic is wreaking havoc on people’s health and well-being and threatening the primary institutions that support the functioning of society. For nonprofits, COVID-19 is a call to action at many levels. As the devasting impacts of the pandemic evolve, nonprofits have continued to provide essential services and help the vulnerable. At the same time, the impacts of COVID-19 portend serious and potentially crippling strains on nonprofits, which are already overstretched. Since the context in which nonprofits operate is critical to their effectiveness and the outcomes of their employment relations, the impacts of COVID-19 could shape nonprofit HRM and employees’ ability to assist people.

The workforce adjustment strategies used by workplaces in Britain during the Great Recession

2019 ◽  
Vol 7 (2) ◽  
pp. 114-126
Author(s):  
John Sutherland
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Great Recession ◽  
Employment Relations ◽  
Data Set ◽  
Content Type ◽  
The Great Recession ◽  
Management Perspective ◽  
Adjustment Strategies

Purpose The purpose of this paper is to provide a human resource management perspective of the workforce adjustment strategies implemented at workplaces in Britain in response to the Great Recession. Design/methodology/approach The analysis uses an ordered probit and a series of binomial probits to examine a micro data set from the 2011 Workplace Employment Relations Study. Findings Not all workplaces were affected equally by the recession. Not all workplaces chose to implement workforce adjustment strategies consequential of the recession, although the probability of a workplace taking no action decreased the greater the adverse effect of the recession on the workplace. Most workplaces used a combination of workforce adjustment strategies. Workplaces implemented strategies more compatible with labour hoarding than labour shedding, i.e., cutting/freezing wages and halting recruitment to fill vacant posts rather than making employees redundant. Research limitations/implications What was examined was the incidence of the workforce adjustment strategies, not the number of employees affected by the implementation of a strategy. Further, what was examined were outcomes. What is not known are the processes by which these outcomes were arrived at. Originality/value This paper concurs with the findings of previous economic studies that workplaces hoarded labour, cut hours and lowered pay. In so doing, however, it provides a more detailed and more informed human resource management perspective of these adjustment strategies.

scholarly journals Pluralisms? Social philosophy, social science and public policy in employment relations and human resource management

2021 ◽  
pp. 002218562098397
Author(s):  
Peter Ackers
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Trade Unions ◽  
Industrial Relations ◽  
Social Philosophy ◽  
Employment Relations ◽  
Political Pluralism ◽  
Liberal Democratic

Alan Fox's frames of reference has sparked over half a century of debate between employment relations/human resource management pluralists, radicals and unitarists. But the notion of industrial relations pluralism itself continues to be highly disputed. This commentary tracks the journey from classical pluralism to neo-pluralism, then addresses three articles that offer a variety of radical pluralist alternatives. A fourth paper discussed, suggests a quantitative approach to testing Fox's frames, but this article makes a case for retaining the qualitative, case study method. A fifth explores the revival of paternalism on the border between unitarism and pluralism. Overall, the article argues that classical pluralism, based on trade unions and collective bargaining, is now outdated, but that neo-pluralism is capable of carrying forward its pragmatic, institutional spirit to explore the empirical complexity of contemporary employment relationships around the world. Finally, the discussion of employment relations pluralisms needs to re-engage with the wider political pluralism debate about liberal democratic societies and market economies.

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