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Journal articles on the topic 'International human resource management'

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Published: 4 June 2021
Last updated: 20 February 2023

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1

Ozbilgin, Mustafa. "“International” human resource management." Personnel Review 33, no. 2 (April 2004): 205–21. http://dx.doi.org/10.1108/00434804105180559.

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2

Brewster, Chris, Paul Sparrow, and Guy Vernon. "International Human Resource Management." NHRD Network Journal 2, no. 1 (January 2008): 112. http://dx.doi.org/10.1177/0974173920080126.

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3

Barclay, Lizabeth A., Fraya Wagner-Marsh, and G. Michael Loewe. "International Human Resource Management Education." Journal of Teaching in International Business 14, no. 1 (December 2, 2002): 33–43. http://dx.doi.org/10.1300/j066v14n01_03.

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4

Nuangjamnong, Chompu, and Stanislaw Paul MAJ. "Strategic Human Resource Management in International Organizations." Modern Applied Science 11, no. 5 (April 8, 2017): 1. http://dx.doi.org/10.5539/mas.v11n5p1.

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This an initial study of Strategic Human Resources in Human Resource Management. This is important because in a globally competitive economy company longevity depends upon its more important aspect – their staff. This is principally governed by resource management principles and policies. This paper presents the results of a wide range of companies in different industries and with different ownership models using statistical methods. The results clearly show human resource practices have a positive impact on organisations.
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5

Primecz, Henriett. "Paradigms in International Human Resource Management." Academy of Management Proceedings 2020, no. 1 (August 2020): 10212. http://dx.doi.org/10.5465/ambpp.2020.10212abstract.

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6

Markus, Pudelko, Tomoki Sekiguchi, and Norihiko Takeuchi. "Language and international human resource management." Japanese Journal of Administrative Science 28, no. 2 (2015): 139–49. http://dx.doi.org/10.5651/jaas.28.139.

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7

Gullickson, Terri. "Review of International Human Resource Management." Contemporary Psychology: A Journal of Reviews 41, no. 7 (July 1996): 738. http://dx.doi.org/10.1037/004694.

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8

Sengupta, S. B. "Book Review: International Human Resource Management." Asia Pacific Business Review 6, no. 3 (July 2010): 178. http://dx.doi.org/10.1177/097324701000600316.

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9

BROWN, DRUSILLA K., and DAVID M. GARMAN. "Human Resource Management and International Trade." Industrial Relations 29, no. 2 (March 1990): 189–213. http://dx.doi.org/10.1111/j.1468-232x.1990.tb00751.x.

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10

Zheng, Connie. "Globalization and international human resource management." Journal of General Management 43, no. 1 (September 21, 2017): 44–46. http://dx.doi.org/10.1177/0306307017719703.

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11

Morgan, P. V., and P. J. Bottrall. "Trends in International Human Resource Management." Asia Pacific Journal of Human Resources 26, no. 1 (February 1, 1988): 46–53. http://dx.doi.org/10.1177/103841118802600105.

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12

Molander, CF. "Human resource management in international firms." European Management Journal 9, no. 1 (March 1991): 113. http://dx.doi.org/10.1016/0263-2373(91)90064-w.

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13

Hendry, Chris. "International comparisons of human resource management." International Journal of Human Resource Management 2, no. 3 (December 1991): 415–40. http://dx.doi.org/10.1080/09585199100000075.

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14

Rowley, Chris, and Malcolm Warner. "Introduction: globalizing international human resource management." International Journal of Human Resource Management 18, no. 5 (May 2007): 703–16. http://dx.doi.org/10.1080/09585190701246566.

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15

Sundar, K. R. Shyam. "Human Resource Management." Vision: The Journal of Business Perspective 17, no. 1 (March 2013): 96–97. http://dx.doi.org/10.1177/0972262912469704.

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16

Saini, Debi S. "Human Resource Management." Vision: The Journal of Business Perspective 17, no. 1 (March 2013): 98. http://dx.doi.org/10.1177/0972262912471374.

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17

Oborina, A. V. "THE EVOLUTION OF HUMAN RESOURCE MANAGEMENT." Business Strategies 9, no. 1 (February 4, 2021): 25–31. http://dx.doi.org/10.17747/2311-7184-2021-1-25-31.

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The article reveals the evolution of human resource management concept. It consists of 5 stages: prehistory of human resource management in ancient times (before 1800); the formation of class structure of industrial society (1800-1920); establishment of the International Labour Organization and adoption of international labour standards (1920-1980); theoretical evidence and further development of the human resources management concept (1980-2000); Intellectual capital and strategic human resource management (since 2000). The article discloses the main factors that had influenced the emergence and expansion of the human resource management concept.
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18

Yong, Jing Yi, M. Y. Yusliza, and Olawole Olanre Fawehinmi. "Green human resource management." Benchmarking: An International Journal 27, no. 7 (June 13, 2019): 2005–27. http://dx.doi.org/10.1108/bij-12-2018-0438.

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Purpose Green or environmental human resource management (HRM) has in recent years attracted much attention from academia and practitioners all over the world. However, a thorough analysis of green or environmental HRM has not been made so far. To address this gap, the present study provides a systematic and comprehensive literature review. The purpose of this paper is threefold: to review Green HRM literature of various scopes, approaches and contexts; to identify different focus areas in the Green HRM literature; and to propose areas for future research. Design/methodology/approach The paper follows a systematic literature review approach. The selected journal articles are categorized on the basis of five focus areas in the Green HRM derived from the extant literature. Findings Research has grown significantly over the past 12 years that has focused on Green HRM. A total of 70 articles were reviewed and most of these articles employed quantitative method and were carried out in developing countries. Based on the five focus areas identified in this literature review, the performance outcome of Green HRM at both the organizational level and individual level received the greatest attention from the researchers. Research limitations/implications This paper is limited to a review of academic articles obtainable from online databases, containing the words “Green human resource management”, “Green HRM”, “Green human resource”, “Environmental HRM”, “Green training” and “Environmental training” in the title. Additionally, only papers from high quality, peer-reviewed journals were evaluated. Other academic sources such as books and conference papers were not included in this study. Originality/value The paper presents a structural overview of 70 peer-reviewed articles published in leading academic journals from 2007 until early 2019. This review provides an increased understanding of the existing state of current research, trends and future research directions in the Green HRM discipline.
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19

Gede Riana, I., Gede Suparna, I. Gusti Made Suwandana, Sebastian Kot, and Ismi Rajiani. "Human resource management in promoting innovation and organizational performance." Problems and Perspectives in Management 18, no. 1 (February 12, 2020): 107–18. http://dx.doi.org/10.21511/ppm.18(1).2020.10.

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Human resource management (HRM) is one of the elements enabling an organization to remain competitive in turbulence conditions. The effective practice of HRM makes competent and innovative employees contributing to the achievement of organizational objectives. This study aims to analyze HRM practices in creating innovation and organizational performance. The questionnaire was used to measure the respondents’ perceptions of variables used by a Likert scale. A survey of 126 manager samples and middle managers at export-oriented short and medium enterprises (SMEs) in Bali, Indonesia, was conducted to test the model. The analysis has shown that the proposed model was proven to be compliant with the research hypotheses. HRM significantly affects organizational performance and innovation, and it was found out that innovation can improve organizational performance. However, in the process of simultaneous testing, it was found out that innovation cannot improve organizational performance. The lack of attention to investments in human resources became one of the barriers to SMEs in creating innovation.
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20

O’Sullivan, Neil. "Human resource management, strategic and international perspectives." Action Learning: Research and Practice 15, no. 2 (May 2, 2018): 202–6. http://dx.doi.org/10.1080/14767333.2018.1464750.

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21

Schollhammer, Hans. "Human Resource Management in the International Firm." Journal of International Business Studies 21, no. 4 (December 1990): 680–83. http://dx.doi.org/10.1057/jibs.1990.51.

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22

Clark, Timothy, David Grant, and Marielle Heijltjes. "Researching Comparative and International Human Resource Management." International Studies of Management & Organization 29, no. 4 (December 1999): 6–23. http://dx.doi.org/10.1080/00208825.1999.11656773.

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23

Keating, Mary, and Karen Thompson. "International human resource management: overcoming disciplinary sectarianism." Employee Relations 26, no. 6 (December 2004): 595–612. http://dx.doi.org/10.1108/01425450410562191.

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24

Harvey, Michael G., and M. Ronald Buckley. "Introduction: International issues in human resource management." Human Resource Management Review 8, no. 1 (March 1998): 1–3. http://dx.doi.org/10.1016/s1053-4822(99)80036-9.

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25

Dowling, Peter J., and Denice E. Welch. "International human resource management: An Australian perspective." Asia Pacific Journal of Management 6, no. 1 (October 1988): 39–65. http://dx.doi.org/10.1007/bf01732250.

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26

Schuler, Randall S., Pawan S. Budhwar, and Gary W. Florkowski. "International Human Resource Management: Review and Critique." International Journal of Management Reviews 4, no. 1 (March 2002): 41–70. http://dx.doi.org/10.1111/1468-2370.00076.

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27

Bogicevic-Milikic, Biljana, and Ana Aleksic. "International human resource management and organizational learning." Ekonomski anali 50, no. 167 (2005): 171–98. http://dx.doi.org/10.2298/eka0567171b.

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Global companies are pressed by the need to simultaneously manage globally since they consider the whole world as their own market, and locally, because the global market consists of various different and weakly connected market segments. The need to be global and local at the same time presents, perhaps the most important challenge for management of global companies in 21st century. Searching this balance presents also an important challenge for human resource management (HRM), regarding the ways of accomplishing it. HRM is expected to contribute to achievement of global competitive advantage worldwide efficiency, local responsiveness, as well as transfer of learning within global organizations. The transfer of learning gains on its importance as many authors see it as the main motive of establishing global companies. However, regardless of recognized significance of organizational learning for global companies, international HRM literature simply lacks studies related to transfer of learning, recommendations about how to develop this organizational ability, how to improve it and measure, and how to provide permanency of the learning process. Therefore, the aim of this paper is through reviewing the relevant literature, to shed light on different aspects of the responsiveness-integration paradigm and its implications on the transfer of learning in global companies.
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28

Kidger, Peter J. "The emergence of international human resource management." International Journal of Human Resource Management 2, no. 2 (September 1991): 149–63. http://dx.doi.org/10.1080/09585198100000003.

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29

Nordhaug, Odd. "International human resource management: an environmental perspective." International Journal of Human Resource Management 3, no. 1 (May 1992): 1–14. http://dx.doi.org/10.1080/09585199200000127.

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30

Zeffane, Rachid, and Michael Polle. "International human resource management: a bibliographical review." International Journal of Human Resource Management 5, no. 2 (May 1994): 533–42. http://dx.doi.org/10.1080/09585199400000046.

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31

Shehu, Ermal. "Leveraging human resource management." Thunderbird International Business Review 53, no. 3 (April 14, 2011): 415–17. http://dx.doi.org/10.1002/tie.20419.

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32

Khumalo, Njabulo. "The role of human resource planning in producing well-resourced employees to public." Problems and Perspectives in Management 16, no. 4 (October 30, 2018): 117–25. http://dx.doi.org/10.21511/ppm.16(4).2018.11.

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The term Human Resource Planning (HRP) can be used to achieve organizational objectives by understanding and planning for employees’ needs in the short, medium and long term in order to deliver desired results. Little research that has been conducted on HRP and most are from the private sector and none to be found in the public sector. This study was conducted in the public institution in South Africa. The literature consulted provides an overview that HRP solves current and future organizational problems by ensuring that the right people are in the right place at the right time. This is achieved by analyzing the current profile of the workforce and comparing it with future needs so that gaps, which need to be filled, can be identified. The paper intended to investigate the extent to which employees are well-resourced to perform their duties in centres of the municipality to the community. The investigation used mixed methods in its data collection. 45 participants participated in responding the self-administered questionnaire and seven participated in one-on-one interviews. The study found that half of employees who are working for the centres of the municipality includes supervisors who lack educational attainments, as they hold only grade 12 and no development was initiated. The study recommended the whole the municipality to establish and implement a promotion policy. All necessary equipment and tools provided were insufficient, as required by the Act, to provide all services to the public.
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33

Wood, Geoffrey, Fang Lee Cooke, Mehmet Demirbag, and Caleb Kwong. "International Journal of Human Resource Management (IJHRM) Special Issue on: International human resource management in contexts of high uncertainties." International Journal of Human Resource Management 29, no. 7 (April 12, 2018): 1365–73. http://dx.doi.org/10.1080/09585192.2018.1477547.

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34

Ensour, Waed. "Human resource development in Arab writing." Problems and Perspectives in Management 16, no. 4 (December 24, 2018): 408–16. http://dx.doi.org/10.21511/ppm.16(4).2018.34.

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This study is a systematic review of the existing Arab literature on human resource development (HRD). A review of Arab HRD’s theoretical and empirical articles during the period 1964–2016 in peer-reviewed journals was conducted. Content analysis was utilized to examine how HRD is conceptualized, what purposes are attached to HRD and what activities HRD encompasses in Arab literature.It was found that the basic construct of HRD is employee development, targeted toward “individuals” and encompassing training, education and learning. Arab HRD has a strong performance orientation, and tends to emphasize utilitarian outlooks, as the role of HRD is perceived to be “instrumental” and “outcome focused”. HRD in Arab literature falls under the traditional functionalist school within the managerialist perspective and is essentially based on the principles of human capital theory. The issues of social justice, power, diversity and equity are rare in Arab HRD literature. Although the Arab view of HRD has been influenced by the American school, it is still in an early stage of growth, lacks a clear disposition and is still confined within the stance of traditional training.
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35

Welch, Denice, and Ingmar Björkman. "The Place of International Human Resource Management in International Business." Management International Review 55, no. 3 (October 28, 2014): 303–22. http://dx.doi.org/10.1007/s11575-014-0226-3.

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36

Wimbush, James C. "Spotlight on human resource management." Business Horizons 48, no. 6 (November 2005): 463–67. http://dx.doi.org/10.1016/j.bushor.2005.06.006.

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37

Eroglu, Osman. "INTERNATIONAL HUMAN RESOURCE MANAGEMENT AND NATIONAL CULTURAL CHALLENGES." Pamukkale University Journal of Social Sciences Institute 2014, no. 19 (2014): 91–102. http://dx.doi.org/10.5505/pausbed.2014.38258.

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38

Scroggins, Wesley A., and Philip G. Benson. "International human resource management: diversity, issues and challenges." Personnel Review 39, no. 4 (June 8, 2010): 409–13. http://dx.doi.org/10.1108/00483481011045380.

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39

Fischer, Arthur K. "Corporate Human Resource Management In An International Setting." Journal of Business Case Studies (JBCS) 8, no. 6 (November 7, 2012): 621–26. http://dx.doi.org/10.19030/jbcs.v8i6.7406.

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This Human Resource Management case deals with problems and issues of setting up an international subsidiary which aligns with corporate strategy. The discussion concerns how such a case can be used to exhibit the alignment between HRM and international strategy.
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40

Cascio, W. F. "International Human Resource Management Issues for the 1990s." Asia Pacific Journal of Human Resources 30, no. 4 (June 1, 1993): 1–18. http://dx.doi.org/10.1177/103841119303000401.

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41

Varma, Arup, and Pawan Budhwar. "International Human Resource Management in the Indian context." Journal of World Business 47, no. 2 (April 2012): 157–58. http://dx.doi.org/10.1016/j.jwb.2011.04.001.

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42

Ridder, Hans-Gerd. "Rezensionen: The Global Challenge. International Human Resource Management." German Journal of Human Resource Management: Zeitschrift für Personalforschung 25, no. 3 (August 2011): 278–80. http://dx.doi.org/10.1177/239700221102500304.

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43

Jackson, Terence. "International dimensions of human resource management (second edition)." European Management Journal 12, no. 3 (September 1994): 350–51. http://dx.doi.org/10.1016/0263-2373(94)90074-4.

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44

Poole, Michael. "Editorial: Human resource management in an international perspective." International Journal of Human Resource Management 1, no. 1 (June 1990): 1–15. http://dx.doi.org/10.1080/09585199000000037.

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45

Gerhart, Barry. "Review EssayThe growth of international human resource management." International Journal of Human Resource Management 19, no. 10 (October 2008): 1989–94. http://dx.doi.org/10.1080/09585190802324452.

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46

Al Ariss, Akram, and Yusuf Sidani. "Comparative international human resource management: Future research directions." Human Resource Management Review 26, no. 4 (December 2016): 352–58. http://dx.doi.org/10.1016/j.hrmr.2016.04.007.

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47

Debroux, Philippe. "International human resource management: policies and practices for multinational enterprises / International human resource management: a cross-cultural and comparative approach." Asia Pacific Business Review 21, no. 4 (December 10, 2014): 559–60. http://dx.doi.org/10.1080/13602381.2014.970874.

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48

Osborn, Jan. "Book Reviews : Human Resource Management." Journal of Industrial Relations 34, no. 1 (March 1992): 171–74. http://dx.doi.org/10.1177/002218569203400112.

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49

Wood, Roy C. "Human resource issues in international tourism." Tourism Management 15, no. 2 (April 1994): 162–63. http://dx.doi.org/10.1016/0261-5177(94)90013-2.

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50

Đorđević, Biljana. "Impact of National Culture on International Human Resource Management." Economic Themes 54, no. 2 (June 1, 2016): 281–300. http://dx.doi.org/10.1515/ethemes-2016-0014.

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Abstract In today’s business conditions, the internationalisation of business becomes an almost inevitable precondition for future growth and development of organisations. However, internationalisation of business usually requires organisations to implement some changes in the way they operated in the previous period. One of the areas that require some changes is the area of human resource management, too. Factors which require modifications in this system are related primarily to the legal regulations of other countries, but also to the characteristics of their national culture. The former influence comes from the fact that national culture exerts a powerful influence on the system of values, attitudes and behaviour of people in a particular country and, among the other things, on the preferences for policies and procedures in the field of human resources management. Starting from the above, this paper analyses the impact of certain dimensions of national culture on the preferred content of human resources management in organisations in certain countries. The aim of the paper is to provide the theoretical basis for organisations that internationalised their business, or intend to do so, to create system of human resource management in the entities abroad which, at least, will represent the balance between the system that is applied at headquarter and one that is preferred in entities abroad, in order to be effective.
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