HRM in the Global South: A Critical Perspective

✍ Scribed by Toyin Ajibade Adisa (editor), Chima Mordi (editor)

• Publisher: Palgrave Macmillan
• Year: 2022
• Tongue: English
• Leaves: 440
• Category: Library

✦ Synopsis

This edited collection offers an insight into the dynamic of HRM in thirteen developing countries across Africa, Asia, and the Middle East. Taking readers through the realities of HRM in the global South, the book identifies the significance of contexts, diversity of cultures, and dissimilarity of processes in managing people. In other words, the book addresses general issues of HRM in cross-national settings to give readers an understanding of HR that is comparative and country-specific. Covering issues in Nigeria, South Africa, Egypt, China, India, Pakistan, Malaysia, Bahrain, Jordan, United Arab Emirates, and Argentina, each chapter draws out the unique and diverse configurations of HRM in each country. Also examining digital HRM, technology-based entrepreneurship, gig work, artificial intelligence and digitalization in business practice, this book is an invaluable resource for all HRM practitioners, policymakers, students, HRM scholars, international HRM, international business, and business managers across the globe.

✦ Table of Contents

Contents
Notes on Contributors
List of Figures
List of Tables
Part I: Introduction
1: Introduction: Context Matters in Human Resource Management
The Structure of the Book: A Brief Overview of the Contents
Part I: Introduction: Context Matters in Human Resource Management
Part II: The African World
Part III: The Middle-Eastern World
Part IV: The Asian World
Part V: Digital Human Resource Management, Trade Union, and Artificial Intelligence
References
Part II: The Africa World
2: Human Resource Management in Nigeria: A Review and Conceptual Model
Introduction
HRM Practices in Context
Why Nigeria?
Scope and Method of the Review
Search Protocol
HRM in Nigeria: Perspectives and Discourse
Current Issues Facing HRM in Nigeria
Ethnicity and Related Differences
Gender Issues
The Informal Sector
Modernisation and Information Technology
Human Resource Development
Conceptualising an NHRM Model
Cultural and Social Factors
Environmental Factors
Merit and Standardised Practices
Organisational Requirements and Institutional Mechanisms
Organisational Outcomes
Synthesis of Themes and Direction for Future Research
Conclusions
References
3: Human Resource Management and Employee Outcomes in Egypt
Introduction
Defining HRM
Measuring HRM
HRM Systems
HRM System Levels
Theories Explaining the HRM-Employee Outcomes Relationship
Social Exchange Theory
Ability-Motivation-Opportunity Theory
Attraction-Selection-Attrition Framework
Self-determination Theory
Affective Events Theory
Job Demands-Control Theory
Job Demand-Resources Model
Conservation of Resource Theory
The Egyptian Context
Studies on the HRM-Employee Outcomes Relationship in Egypt
Avenues for Future Research
Concluding Remarks
References
4: Human Resource Management in South Africa: Yesterday, Today and Tomorrow
Introduction
The History of Human Resource Management in South Africa
The Professionalisation of Human Resource Management in South Africa
Development and Current Status of Human Resource Management
The Development of the Human Resource Management Systems Standards Model
Human Resource Management in Turbulent Times
Fourth and Fifth Industrial Revolutions and Human Resource Management
Where Human Resource Management Is Heading Globally
Conclusion
References
Part III: The Middle-Eastern World
5: Human Resource Management in the United Arab Emirates: Towards a Better Understanding
Introduction
Political Background
The UAE Economy
The Demographic Environment in the UAE
The Socio-Cultural Environment in the UAE
Human Resources Management in the UAE
HR Diversity in the UAE
Emiratisation
Education and Employment of Women in the UAE
HRM Institutional Perspective
Challenges and Future Perspective
References
6: Gender Discrimination in Bahrain: Implications for Human Resource Management
Introduction
A Synopsis of Bahrain and Its Financial Services Sector
Conceptualising Workplace Gender Discrimination
Gender Discrimination Factors
Female Workforce Composition
Gender Discrimination and Market Segmentation
Barriers Affecting Women’s Career Advancement
Gender Discrimination Consequences
Mentoring Relationship and Female Workforce Participation
Gender Discrimination in Bahrain Banking Sector
Implications for Human Resource Management
Conclusion
References
7: Human Resource Management in Jordan: Challenges and Future Prospects
Introduction
Socio-Economic Background
Political Background
Transformations, Government Plan, and Vision
Human Resource Management in Jordan
Institutional and Cultural Setting
Key Challenges and Future Directions
Conclusion
References
Part IV: The Asian and South American World
8: The Scope and Nature of Employee Engagement in China
Introduction
Contextualising Employee Engagement to the Chinese Context
Individual-Level Predictors and Outcomes of Employee Engagement in China
Role of Employees
Team- and Organisational-Level Predictors and Outcomes of Employee Engagement in China
National-Level Predictors and Outcomes of Employee Engagement in China
Chinese Culture
Technological Advancement
Government Regulation
Institutions in the Labour System
Practical Steps to Enhance and Sustain Employee Engagement in China
Future Research Directions for Employee Engagement in China
Conclusion
References
9: Human Resource Management in the Twenty-First Century: Present Stand and the Emerging Trends in Indian Organizations
Introduction
People Management: The Indian Tradition
National Culture Driving the Work Values
Family Enterprises and Flexible Management Practices
Gender in Workplace
The Tradition of Collective Bargaining
Indian Workplaces in the Twenty-First Century
Trade Unions and Industrial Relations
Rise of Strategic Human Resource Management and Global Work Practices
Digital Human Resource Management
Gig Economy
Human Resource Management During the COVID-19 Pandemic in India
Economic Slowdown and Human Resource Separation
Virtualization of the Workplace
Employee Welfare and Engagement Practices
Post-pandemic HR Developments in India
The New Normal of People Management
The Great Resignation
Formalization of the Informal Sector
Labor Reforms
Future Direction for Human Resource Management in India
Training the Demographic Dividend
AI-Enabled Workplaces
Taking a Seat at the Strategic Table
Conclusion
References
10: High Commitment HR Practices in Malaysian SMEs
Introduction
Social Exchange and Human Resource Practices
Institutional Business Context of Malaysia
Research Method
Sample Identification
Data Collection
Data Analysis
Findings
Theme 1: High Commitment HR Practices Through Informal, Ad-Hoc and Personalized Support
Illustration: Empowerment and Responsibility
Illustration: Sense of Ownership
Illustration: Creative Problem-Solving and Teamwork
Illustration: Flexible Work Hours
Illustration: Conducive Work Environment
Illustration: Trust
Theme 2: Performance-Based High Commitment HR Practices
Illustration: Conditional and Loyalty-Based Benefits
Illustration: Performance First, Benefits Later
Illustration: Flexibility-Performance Trade-off
Illustration: Care Predicated on Customer Orientation and Business Performance
Illustration: Benefits Earned over Time
Theme 3: Care-Based Approach to HR Practice Development
Illustration: Nurturant Mother Relationship
Illustration: Sibling Relationship
Illustration: The “Elder” Responsibility
Illustration: Obligation as an Employer
Illustration: Equality and Equity for All
Illustration: Human Centrality and Sense of Mutuality
Illustration: Wide Circle of Responsibility
Illustration: Inclusive Progress and Growth
Discussion
Conclusion
Limitations and Future Studies
References
11: Cultural Perspectives on Intrinsic Motivation and HRM Practices in Pakistan
Introduction
Conceptualising Motivation
Understanding Intrinsic Motivation
Conceptualising Sociocultural Environment
Theoretical Perspective
Structuration Theory
Systems Thinking
Study Context: Pakistan
Methodology
Data Analysis
National Culture
Perception Towards Collectivism (Initial Condition)
Perception Towards Tribal Mentality
Perception of Social Trust
Institutional Legitimacy
Perceptions Towards Institutional Legitimacy (Initial Condition)
Perception Towards Public Social Infrastructure
Economic Landscape
Perception Towards Risk of Diversion
Discussion and Conclusions
Sociocultural Context
Organisational Nepotism
Intrinsically Motivated Behaviours
Contributions to Research
Implications for HRM
Limitations and Directions for Future Study
References
12: Human Resource Management in Argentina: Challenges and Prospective
Introduction
Human Resource Management Aspects
Recruitment and Staff Selection Process
Assessment and Its Possible Paths
Human Resources Areas
Job Analysis
Recruitment and Staff Selection
Performance Evaluation and Management
Training and Development
Satisfaction and Work Environment
Innovation, Gap Generation, and New Technologies
COVID-19 Pandemic
Conclusions
References
Part V: Digital Human Resource Management, Trade Union and Artificial Intelligence
13: The Acceptance and Practicality of Digital HRM in Nigeria
Introduction
Digital HRM
HRM in Nigeria: Past, Present, and Future
Research Methods
Data Collection
Data Analysis
Research Findings
Clinging to Analogue HRM Approach
Lack of Required Skills to Go Digital
Lack of Digital Mindset
Discussion and Conclusion
References
14: Digital Human Resource Management in Egypt
Introduction
Digital HRM
COVID-19 Epidemic and Implications for Adoption of Digitalisation
The Egyptian Context and Digital Transformation Strategy 2030
Egypt Vision 2030
Egypt Digital Transformation Strategy
The Role of HRM in Facilitating the Transfer to Digital Egypt
Digital HRM in Egypt in Practice
The Use of Digital HRM in Egypt
Challenges for the Adoption of Digital HRM in Egypt
Factors Affecting Adoption of Digital-HRM
Consequences of Digital-HRM for People
Implications for Adoption of Digital HRM in Egypt
Conclusions
References
15: Trade Union Revitalisation: The Impact of Artificial Intelligence and Gig Economy
Introduction
Contextual Approach
Trade Union Revitalisation: A Theoretical Background
Conceptualising the Gig Economy
Nature of Work and Employment Relations in the Gig Economy
The Challenges of the Gig Economy for Trade Union Revitalisation
Influence of Technology on the Gig Economy
Appreciating Artificial Intelligence
The Internet and Trade Union Revitalisation
Conclusion
Trade Union Revitalisation and Relevant Strategies in a Digital Era
References
Correction to: Human Resource Management in Jordan: Challenges and Future Prospects
Index