This title was first published in 2002: Human Resource Development (HRD) arguably constitutes the most important aspect of managing resources at work. In this context, HRD has for some time played a significant role in Western business management. This volume focuses on the changing role of human resource management (HRM) on an international spectrum, and its implication for the role that HRM plays within organizations in developed and developing economies. Critically assessing HRM in the context of public and private organizations and NGOs based in South East Asia, Africa, the Middle East and Eastern Europe, the volume focuses on the role of managers as both influenced and influencing change agents who determine the future of HRM. It examines changing patterns of HRM in terms of orientation, initiatives, policies and practices, and explores the possibility of a more flexible and constructive approach to ’gender’ as women increasingly occupy more managerial and executive positions.
’This volume includes a wide range of experiences based on the theoretical perspective and practical experience of the authors. It informs the reader of the complexity of human resource management issues facing development practitioners in the field. It will be of value to all those interested in the subject including students, researchers and operational managers.’ Professor John Cusworth, University of Bradford, UK 'There is an eclectic collection of papers here…for those interested in HRM in developing and less developed countries, this book definitely provides some interesting observations and empirical evidence of the changing patterns of HRM across the world…appropriate for anyone interested in the teaching, research, and practice of HRM in the international context.' Journal of Industrial Relations '…should interest those looking for cross-country HRM perspectives, particularly in the developing world.' Global Business Review
Contents: The changing nature of human resource management, Shaun Tyson; Politics of strategic human resource management: a ’choice’ model, Farhad Analoui; Corporate strategy in the ASEAN region: human resource management dimension, Mark Hiley; Corporate strategy: evidence from British Airways plc, Azhdar Karami; Techno-stress: the need for HRM reinvention for the digital age, Nada Korac-Kakabadse, Alexander Kouzmin and Andrew Korac-Kakabadse; Development partnership - Newcastle business school and Newcastle city council, Sharon Mavin; Looking for human capital: investment in developing countries, Farhad Noorbakhsh, Alberyto Paloni and Ali Youssef; The effectiveness of performance appraisal for Birzeit University faculty members, Grace Khoury; Appraisal for university administrative staff,? Pauline Fell; Training and management development in China: high expectations and conflicting priorities, Mohamed Branine; Training programs for the small and micro business in Gaza Strip (GS), Mohammed Al-Madhoun; Transferability of human resource management across borders, Barbara Myloni; Human resource management and development: a case study of management training in Malaysia, Rezali Hameed; Managerial effectiveness and women senior managers: evidence from Rumania, Farhad Analoui; The motivation for women choosing a career in policing in Pakistan, Pauline Amos-Wilson; When professionals make mistakes: gender implications and the management of learning, Patricia Bryans; Business management for managers in Iran, Mirza Hassan Hosseini; Organizational readiness for change: the role of human resource management, Maria Vakola and Nikolaou Ioannis; Index.
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