Conceptualization of wasta and its main consequences on human resource management

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Fadi Alsarhan ◽  
Marc Valax
Keyword(s):  
Social Capital ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Employee Motivation ◽  
Workplace Diversity ◽  
Negative Consequences ◽  
Structured Interviews ◽  
Content Type ◽  
Overall Performance

Purpose This paper aims to offer a review of the concept of wasta, as a form of social capital in Arab societies. Furthermore, this paper seeks to elucidate the main implications of the use of wasta among human resource management (HRM) practices on the workplace environment and the overall performance of institutions. Design/methodology/approach The authors embraced a qualitative approach in this paper. A total of 27 semi-structured interviews were conducted with HR officials from different levels in a number of Jordanian public organizations. Findings The results obtained indicate that wasta has negative consequences on the overall performance of organizations, through the influence it exerts on employee motivation, morale and job satisfaction, frustration, workplace diversity, turnover, brain drain, as well as its effect on the image and reputation of the individuals and organizations alike. Originality/value In this paper, the authors attempted to illustrate the concept of wasta as a form of social capital and to analyze its links with the features of the Jordanian culture through two of Hofstede’s dimensions. Furthermore, this paper is based both on the available literature and on data obtained through the semi-structured interviews. The findings through this process not only corroborate what we already know in the literature but they also generate an understanding of the hidden mechanisms that link the different implications of wasta together, creating the actual known consequences of this practice.

Battling COVID-19 with human resource management bundling

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Arosha S. Adikaram ◽  
N.P.G.S.I. Naotunna ◽  
H.P.R. Priyankara
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Crisis Management ◽  
Human Resource ◽  
Qualitative Methodology ◽  
Health And Safety ◽  
Employee Motivation ◽  
Health Crisis ◽  
Content Type ◽  
Hrm Practices

PurposeThis paper aims to present an empirically driven crisis management framework of complementary human resource management (HRM) bundles that can be utilized in simultaneously managing the health crisis, financial crisis and disruptions to business operations through lockdown and other government restrictions propelled by the COVID-19 pandemic.Design/methodology/approachThe framework is developed employing qualitative methodology, drawing from the successful HRM practices adopted by 26 Sri Lankan companies in battling the many crises of COVID-19 and using the soft HRM approach as the theoretical basis.FindingsThe findings report a framework that consists of three key HRM bundles (health and safety bundle, cost-saving bundle and employee motivation and engagement bundle) entailing an array of inter-related, internally consistent, complementary and mutually reinforcing HRM practices and HRM activities. These HRM bundles and the HRM practices as well as the HRM activities therein, indicate how a softer approach to managing employees can be used during a crisis.Practical implicationsThe framework will inform the HRPs of the HRM bundles, HRM practices and HRM activities that can be used to manage the multiple crises created by COVID-19 and other similar pandemics.Originality/valueThe study contributes to and expands the knowledge of HRM in crisis management generally and HRM in a global pandemic more specifically.

scholarly journals Normative and systems integration in human resource management in Japanese multinational companies

2016 ◽  
Vol 24 (2) ◽  
pp. 82-105 ◽  
Author(s):  
Masayuki Furusawa ◽  
Chris Brewster ◽  
Toshinori Takashina
Keyword(s):  
Social Capital ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Systems Integration ◽  
Multinational Companies ◽  
Mediation Effect ◽  
Integration Theory ◽  
Content Type ◽  
International Hrm

Purpose This paper aims to conceptualise a framework of “transnational human resource management” (HRM) and to demonstrate the validity of the model. Design/methodology/approach Evidence is drawn from survey of 93 large Japanese multinational companies (MNCs). Data are analysed through descriptive statistics, hierarchical multiple regression analyses and mediation effect analyses. Findings The analysis reveals that the practices for normative and systems integration are associated with increasing levels of social capital and geocentric staffing, respectively, and the social capital and geocentric staffing fully mediate the relationship between normative and systems integration and transnationality. Originality/value The research extends the integration theory in international HRM and demonstrates the validity of our framework for transnational HRM. The authors also shed light on the reality of the integration aspects of international HRM in Japanese MNCs.

scholarly journals A proposed human resource management model for zakat institutions in Malaysia

2019 ◽  
Vol 11 (1) ◽  
pp. 98-109 ◽  
Author(s):  
Aznan Hasan ◽  
Rusni Hassan ◽  
Engku Rabiah Adawiah Engku Ali ◽  
Engku Muhammad Tajuddin Engku Ali ◽  
Muhamad Abduh ◽  
...  
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Appraisal ◽  
Human Resource ◽  
State Government ◽  
The State ◽  
Sources Of Information ◽  
Structured Interviews ◽  
Content Type ◽  
Management Objectives

Purpose The purpose of this study is to propose a contemporary human resource management (HRM) framework by zakat institutions, which collect and manage religious alms, both obligatory (zakat) and voluntary (ṣadaqah), in Malaysia. Design/methodology/approach In doing so, discussions pertaining to the key elements of zakat institutions’ HRM including recruitment, selection, performance appraisal, training and development and compensation are gathered from the existing literature and other sources of information such as zakat institutions’ websites and publications. In addition, zakat officers’ insight on how HRM is practiced at their institutions is gathered through a series of semi-structured interviews and incorporated in the findings of this study. Findings The paper finds that the state government, by virtue of the State Islamic Religious Council (SIRC), which is the sole trustee of all waqf properties in Malaysia, may have significant influence in formulating the human resource strategies and policies in zakat institutions. Research limitations/implications The proposed HRM model can be a useful reference for SIRC in enhancing the current human resource practice in its respective zakat institutions. Originality/value The novelty of this study lies in the proposed HRM model applicable to zakat institutions. The model emphasizes the alignment between the zakat institutions’ HRM practice and their zakat collection and distribution goals, as well as zakat management objectives in general.

Resource cell for juvenile justice: challenges of motivation of social workers

2020 ◽  
Vol 10 (1) ◽  
pp. 1-18
Author(s):  
Mihir Ajgaonkar ◽  
Keith D’Souza ◽  
K. P. Asha Mukundan
Keyword(s):  
Resource Management ◽  
Juvenile Justice ◽  
Human Resource Management ◽  
Social Integration ◽  
Social Workers ◽  
Learning Outcomes ◽  
Human Resource ◽  
Employee Motivation ◽  
Content Type ◽  
The Social

Learning outcomes The learning outcomes are as follows: understanding issues involved in the employee motivation, particularly those engaged in social change and development in emerging economies; develop insights into how to motivate team members by drawing on relevant theories of motivation; and orient students towards the application of these theories in the organization. Case overview/synopsis Resource cell for juvenile justice (RCJJ) was initiated as a field action project at the centre for criminology and justice, Tata Institute of Social Sciences with the objective of working on issues of children with a special focus on juveniles in conflict with law (JCL). RCJJ aimed at highlighting the socio-legal issues of juvenile children who were in conflict of law providing aid to these children and their families, and working towards their eventual social reintegration. RCJJ also trained stakeholders in the juvenile justice system and facilitated rehabilitation and social integration of JCLs as directed by the juvenile justice boards (JJBs). RCJJ had teams at six places within India. These teams worked with various government institutions, parents and JCLs to eventually effect change in the conditions of JCLs. The social workers engaged by RCJJ had a challenging task of facilitating social integration of the children, in coordination with the police, JJBs, families and lawyers. They had to actively manage help desks at the judicial observation homes where JCLs were housed. The social workers were under great stress because of antagonism from lawyers and police. The JJBs were prejudiced against them for being “outside watchdogs”. This resulted in high demotivation and attrition among employees. Jyoti Mhatre, project manager, interviewed past and present field workers to gauge the extent and reasons for demotivation. This intervention highlighted the positive and negative aspects of the organizational culture and the stress points that were causing demotivation. The situation was alarming and Jyoti had to develop an action plan to improve the motivation of the social workers to bring down the attrition. Complexity academic level Courses in human resource management, organizational behaviour and general management as part of masters-level programmes in business administration and management, and executive development programmes on employee motivation for middle/senior management. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 6: Human resource management.

Analysis of challenges in sustainable human resource management due to disruptions by Industry 4.0: an emerging economy perspective

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Vernika Agarwal ◽  
Kaliyan Mathiyazhagan ◽  
Snigdha Malhotra ◽  
Tarik Saikouk
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Appraisal ◽  
Human Resource ◽  
Industry 4.0 ◽  
Emerging Economy ◽  
Human Resource Practices ◽  
Decent Work ◽  
Structured Interviews ◽  
Content Type

PurposeSustainable human resource management highlights the importance of the eighth sustainable development goal, “decent work and economic growth”. Thus, the purpose of this study is to align human resource practices and policies with Industry 4.0 is imperative.Design/methodology/approachThe authors aimed to identify key challenges of sustainable human resource implementation in view of Industry 4.0 and to analyse these identified challenges by prioritising them for effective Industry 4.0 implementation in an emerging economy such as India. A mixed-methods approach was utilised to prioritise identified challenges. Semi-structured interviews were conducted with experts, academicians and industry mangers. Transcribed interviews were run in NVivo to emerge into broad themes/challenges, which were prioritised using fuzzy best–worst methodology.FindingsThe performance appraisal challenge holds maximum importance, followed by learning and development. This finding signifies the need for instilling job security and continuous learning opportunities for employees amidst all disruption caused by Industry 4.0.Practical implicationsThis work enhances the link between sustainability, disruptive technologies and Industry 4.0 to transform economic outlooks, leading to improvement under economic aspects through the adoption of sustainable human resource practices into workplaces and society.Originality/valueSustainable human resource management has mostly focused on employee welfare. However, the major challenges of disruption caused by Industry 4.0 have not been addressed in the literature. The upskilling and reskilling requirements due to disruptions by Industry 4.0 range from recruitment to performance appraisal and every facet that relates to an employee's cycle in a company. Hence, there is a need to identify critical challenges for optimum adaptation to upcoming industry demands.

Human resource management practices of Japanese companies in India: dealing with the transfer-adaptation dichotomy

2017 ◽  
Vol 11 (3) ◽  
pp. 323-341 ◽  
Author(s):  
Mohan Pyari Maharjan ◽  
Tomoki Sekiguchi
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Qualitative Methodology ◽  
Management Practices ◽  
Institutional Environment ◽  
Future Research ◽  
Structured Interviews ◽  
Content Type ◽  
Hr Practices

Purpose Based on the international human resource management perspective, this paper aims to explore and explain the human resource (HR) practices of Japanese multinational companies (MNCs) operating in India. Design/methodology/approach This paper applies a qualitative methodology. The study is based on 17 semi-structured interviews that were conducted within the subsidiaries of 10 Japanese MNCs in India. Findings The respective HR practices are differently influenced by cultural and institutional factors. Cultural similarity, unique social context and the evolving labor market shape the HR practices of Japanese MNCs in the Indian context. Research limitations/implications The generalizability of findings might be limited because of the nature of methodology. Future research could collect additional qualitative data and conduct quantitative studies to test the findings of this research. Practical implications A unique combination of HR practices could be formed by addressing the changes in the local institutional environment and retaining the core philosophy of the parent company. Originality/value This research adds value to the transfer-adaptation dichotomy by presenting how institutional and cultural factors differently influence the transfer of respective HR practices.

Human resource management challenges facing franchise businesses

2019 ◽  
Vol 49 (1) ◽  
pp. 104-124 ◽  
Author(s):  
Mohammadali Zolfagharian ◽  
Iman Naderi
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Financial Distress ◽  
Resource Constraints ◽  
Empirical Work ◽  
Structured Interviews ◽  
Content Type ◽  
Research Questions ◽  
Depth Interviews

Purpose The purpose of this paper is to extend the current understanding of human resource management (HRM) challenges facing franchise businesses. Design/methodology/approach A qualitative investigation, including eight in-depth interviews and 66 semi-structured interviews with various franchise stakeholders as well as 42 participant observations, was conducted in North America to answer the research questions. Findings Six major conclusions emerged from the conceptual and empirical work. The findings, for instance, reveal that human resources in franchise businesses lacks in motivation and skills, and franchisees’ distance from the ideal mix of autonomy and risk-aversion determines psychological and financial distress in the system. Practical implications The findings suggest that when firms choose the franchising path as a means of leapfrogging resource constraints, they will experience new and more challenging HRM complications for several reasons. Therefore, decision-makers at both franchisor and franchisee firms need to address these new HRM challenges proactively by recognizing their possibility and emergence and by engaging in cooperative learning with one another. Originality/value While HRM practices can “make or break” franchise systems, some important research questions still remain unanswered in this context. In an attempt to narrow this gap, and using a qualitative approach, this work identifies and classifies the key HRM challenges facing the franchise industry. Based on the finding, a conceptual model is proposed and discussed.

The big bang: the birth of human resource management in New Zealand hotel sector

2019 ◽  
Vol 26 (1) ◽  
pp. 99-115
Author(s):  
David Dunlop Williamson ◽  
Erling Rasmussen
Keyword(s):  
New Zealand ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Big Bang ◽  
Historical Study ◽  
Employment Relations ◽  
Structured Interviews ◽  
Content Type ◽  
Hotel Sector

Purpose The purpose of this paper is to present a narrative history of the birth of human resource management in the New Zealand hotel sector. This historical development is analysed through the influence of changes in the national economic and employment relations context, the demise of national corporatist structures and individual and enterprise level agency. Thereby, the paper provides a new explanatory framework for the origins of human resource management in hotels and also presents this unique birth of human resource management as a microcosm of the wider social, political and economic “big bang” that fundamentally changed the course of employment relations in New Zealand during the 1980s and 1990s. Design/methodology/approach The data for this paper were gathered as part of a larger historical study of employment relations in the New Zealand hotel sector from 1955 to 2000. The sources for the study included semi-structured interviews and archival research, which were interpreted using manual thematic analysis. Findings The paper presents an original explanation of the birth of human resource management in New Zealand hotels by drawing on historical changes in national frameworks, corporatist approaches and individual agency, and thereby, it illustrates the uniqueness and intensity associated with the implementation of human resource management in New Zealand hotels. Originality/value This paper makes a significant contribution to the scant literature on the historical origins of human resource management. It also explains the historical and contextual embeddedness of various employment relations approaches in New Zealand hotels.

scholarly journals Sensitive Men and Hardy Women: How Do Millennials, Xennials and Gen X Manage to Work from Home?

2021 ◽  
Vol 7 (2) ◽  
pp. 106
Author(s):  
Agota Giedrė Raišienė ◽  
Violeta Rapuano ◽  
Kristina Varkulevičiūtė
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Older Workers ◽  
Open Innovation ◽  
New Technologies ◽  
Practical Implication ◽  
Management Strategies ◽  
Employee Motivation ◽  
Work From Home

Despite the huge number of studies on telework in 2020, the influence of socio-demographic characteristics of workers on their attitudes towards telework continues to raise questions. Researchers agree on some aspects, such as younger individuals being better at absorbing new technologies. However, given that not only those who wanted to but also those who were obliged to switched to teleworking, it appears that younger people may not be as effective at working remotely as previously thought. The relevance of our study is based on the contradictory findings of research conducted during the pandemic. With this article, we contribute to the accumulation of knowledge about the change that takes place in telework. The paper aims to examine the relationship between socio-demographic indicators and the evaluation of telework. Our study confirms that the gender and age of employees are important factors in an employee’s attitude to telecommuting. Mostly, the attitudes vary in terms of gender. At least in the case of Lithuania where the research was conducted, Millennial men, unlike other generations and significantly more than Millennial women, see personal career development problems working remotely. Meanwhile, older generations do not declare greater dissatisfaction working remotely, although they do not express much favour for this approach. The results of the study indicate that in the circumstances created by the pandemic, organizations should update their human resource management strategies to achieve employee work efficiency and maintain employee motivation. The practical implication of our study in terms of open innovation is that in the future, the development of virtual working relationships will need to focus not on the technological training of older workers but on the specific provision of feedback to younger workers. In this regard, our insights may be useful for leaders in human resource management and open innovation teams.

The effect of high-involvement human resource management practices on supply chain integration

2015 ◽  
Vol 45 (8) ◽  
pp. 716-746 ◽  
Author(s):  
Baofeng Huo ◽  
Zhaojun Han ◽  
Haozhe Chen ◽  
Xiande Zhao
Keyword(s):  
Supply Chain ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Estimation Method ◽  
Supply Chain Integration ◽  
Equation Modeling ◽  
High Involvement ◽  
Content Type ◽  
Hrm Practices

Purpose – Taking an interdisciplinary approach, the purpose of this paper is to combine concepts from human resource management (HRM) and supply chain management (SCM) fields and explore the effects of high-involvement HRM practices on supply chain integration (SCI). Design/methodology/approach – Using empirical survey data collected from ten countries, the authors examine the specific effects of three dimensions of high-involvement HRM practices – employee skills, incentives and participation – on three types of SCI – internal integration, supplier and customer integration. The authors use structural equation modeling and the maximum-likelihood estimation method to test the proposed relationships. Findings – The results confirm the overall relevancy of HRM to SCI. However, several proposed links are not supported by the data collected. Originality/value – This study makes both theoretical and managerial contributions by empirically examining the interface between HRM and SCI. More specifically, it examines the effects of different high-involvement HRM practices on different types of SCI. The findings will not only help researchers to better understand the interface, but will also guide managers in adjusting HRM practices to achieve desired operational goals.

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