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'The Editors have produced a tour de force on Middle Eastern human
resource management (HRM). They brought together a vast array of
regional and global experts to capture all that is worth knowing.
The book has an innovative contextual-country-thematic structure.
It sets the scene by laying out the cultural and societal issues
that shape HRM in the Middle East. There is detailed and
comparative coverage of eight of the major economies, followed by a
superb set of discussions of thematic issues that range from
localisation to expatriation, from public sector management to
privatisation, and from employee relations to talent management.' -
Paul Sparrow, Lancaster University Management School, UK The
Handbook of Human Resource Management in the Middle-East provides
evidence-based information regarding the dynamics of HRM in this
important region. The book is organized into three parts:
contextual and functional issues such as societal and cultural
perspectives, performance management and talent management; country
specific HRM covering the GCC, Levant and North African nations;
and emerging themes such as HR issues related to domestic workers,
labour localisation, expatriate management, corporate social
responsibility, wasta, foreign and public sector firms. This
systematic analysis highlights the main forces determining HRM
systems in the region. Its 23 chapters move from a general overview
of HRM in the Middle-East to a research-based presentation and
discussion on the current status, role and strategic importance of
the HR function in a wide-range of settings, before highlighting
emerging themes in HRM models and discussing future challenges for
research, policy and practice. The Handbook of Human Resource
Management is invaluable reading for academics and students alike,
especially those interested in international and comparative human
resource management. Practitioners with interest in the Middle East
will appreciate its up-to-date analysis and contextualisation of
HRM issues. Contributors include: F. Afiouni, K. Al-Ajmi, R. Al
Amri, F.B. AL-Husan, M. Al-Jahwari, R.E. Bateman, P.S. Budhwar, N.
Cornelius, B. Covarrubias Venegas, A. El Dirani, G. El-Kot, A.
Elamin, A. Giangreco, A.J. Glaister, C. Guermat, E.C. Harrison, W.
Harry, A. Haslberger, A. Hassi, M. Hirekhan, D. Jamali, R.
Mahmoudi, K. Mellahi, D.R. Murtada, S. Nakhle, P. Namazie, Y.A.
Nasief, A.M. Pahlavnejad, E. Pezet, S. Raheem, B. Ramdani, S.
Sayce, S. Singh, D.P. Spicer, M. Ta Amnha, H.A. Tlaiss, O.
Tregaskis, J. Vakkayil, M.F. Waxin
'The Editors have produced a tour de force on Middle Eastern human
resource management (HRM). They brought together a vast array of
regional and global experts to capture all that is worth knowing.
The book has an innovative contextual-country-thematic structure.
It sets the scene by laying out the cultural and societal issues
that shape HRM in the Middle East. There is detailed and
comparative coverage of eight of the major economies, followed by a
superb set of discussions of thematic issues that range from
localisation to expatriation, from public sector management to
privatisation, and from employee relations to talent management.' -
Paul Sparrow, Lancaster University Management School, UK The
Handbook of Human Resource Management in the Middle-East provides
evidence-based information regarding the dynamics of HRM in this
important region. The book is organized into three parts:
contextual and functional issues such as societal and cultural
perspectives, performance management and talent management; country
specific HRM covering the GCC, Levant and North African nations;
and emerging themes such as HR issues related to domestic workers,
labour localisation, expatriate management, corporate social
responsibility, wasta, foreign and public sector firms. This
systematic analysis highlights the main forces determining HRM
systems in the region. Its 23 chapters move from a general overview
of HRM in the Middle-East to a research-based presentation and
discussion on the current status, role and strategic importance of
the HR function in a wide-range of settings, before highlighting
emerging themes in HRM models and discussing future challenges for
research, policy and practice. The Handbook of Human Resource
Management is invaluable reading for academics and students alike,
especially those interested in international and comparative human
resource management. Practitioners with interest in the Middle East
will appreciate its up-to-date analysis and contextualisation of
HRM issues. Contributors include: F. Afiouni, K. Al-Ajmi, R. Al
Amri, F.B. AL-Husan, M. Al-Jahwari, R.E. Bateman, P.S. Budhwar, N.
Cornelius, B. Covarrubias Venegas, A. El Dirani, G. El-Kot, A.
Elamin, A. Giangreco, A.J. Glaister, C. Guermat, E.C. Harrison, W.
Harry, A. Haslberger, A. Hassi, M. Hirekhan, D. Jamali, R.
Mahmoudi, K. Mellahi, D.R. Murtada, S. Nakhle, P. Namazie, Y.A.
Nasief, A.M. Pahlavnejad, E. Pezet, S. Raheem, B. Ramdani, S.
Sayce, S. Singh, D.P. Spicer, M. Ta Amnha, H.A. Tlaiss, O.
Tregaskis, J. Vakkayil, M.F. Waxin
Rapid developments in the fields of Human Resource Management (HRM)
and International HRM (IHRM) are being highlighted in the
literature. There is also a continuous increase in the levels of
globalisation and internationalisation of business. Over the last
few decades, countries in the Middle East (mainly due to their
petroleum resources) have attracted significant amounts of foreign
direct investment. With the increase in globalisation, both
academics and practitioners are interested in learning about the
nature of HRM systems prevalent in the region. Considering such
facts, this book presents the HRM scenario in a number of countries
in the Middle East. It aims to highlight the growth of personnel/HR
function in these countries, their dominant HRM system(s), along
with the influence of different factors on their HRM and the
challenges faced by HR functions in these nations.
Rapid developments in the fields of Human Resource Management (HRM)
and International HRM (IHRM) are being highlighted in the
literature. There is also a continuous increase in the levels of
globalization and internationalization of business. Over the last
few decades, countries in the Middle East (mainly due to their
petroleum resources) have attracted significant amounts of foreign
direct investment. With the increase in globalization, both
academics and practitioners are interested in learning about the
nature of HRM systems prevalent in the region. Considering such
facts, this book presents the HRM scenario in a number of countries
in the Middle East. It aims to highlight the growth of personnel/HR
function in these countries, their dominant HRM system(s), along
with the influence of different factors on their HRM and the
challenges faced by HR functions in these nations.
Edited by two renowned specialists in CSR in the Middle East, this
book features contributions from leading CSR scholars in the
region. Each chapter provides a comprehensive and up-to-date
discussion of the most pertinent issues within the subject area,
and also includes a number of real life case studies addressing
emerging and timely CSR topics facing organizations in the Middle
East. The book is intended for researchers and students of CSR,
providing a state-of-the-art overview of the key themes, best
practices and current debates focused upon the Middle East.
Global Strategic Management 3e provides a clear insight into the
corporate strategies of organizations operating on a global scale
and explains the analysis, decision-making, and development
processes behind securing competitive advantage. Every chapter
offers a diverse range of case studies designed to illustrate
strategic management theory in a real-world context, as well as
encourage critical reflection and discussion of key ideas. Examples
range from large international organizations including Ikea,
Google, and Ferrari, to the strategies of businesses from emerging
and developing economies such as China, Poland, and Nigeria. Key
concept boxes, further reading, and discussion questions ensure
students can check their progress and develop their understanding
throughout. As a result, the book equips the reader with a firm
grasp of the core concepts required for academic success and
develops those critical thinking and decision-making skills that
are essential for future employment. Online Resource Centre Global
Strategic Management 3e is supported by a fully integrated Online
Resource Centre. For students: - Test your understanding and
receive instant feedback with our range of multiple-choice
questions - Connect to relevant management sites, resources, and
videos using chapter-by-chapter weblinks For registered lecturers:
- Adapt PowerPoint slides as a basis for lecture presentations, or
use as handouts in class - Guide class debate with suggested
solutions to the discussion questions from the book - Get the most
from the book's case studies with end of chapter case study
solutions
The growth of the multinational enterprise (MNE) has led to an
increasing interest in international business strategy from
scholars, professionals, and policy makers alike. MNEs must contend
with challenges in both their home and host international markets,
and increasingly uncertain conditions in the international business
environment demand superior firm-level capabilities for
multinational firms to achieve and maintain competitive advantages
in the long-run. This Handbook explores the progress made in
international business strategy theory and practice in the last few
decades. Written by an international team of leading experts, it
captures the differences in motivations and decision-making
processes between smaller and larger firms, private, family, and
state owned firms, and emerging or developed market multinationals.
It elaborates on the links between international strategy and the
social responsibilities of the firm in its various host market
contexts, including the deployment of effective and ethical human
resource practices in international markets. Most importantly, it
lays out how the classic principles of international competitive
strategy are transformed in today's markets, in great part due to
digitalization, and provides suggestions on how MNEs can develop
international business strategies to respond to these
transformations. The implications of these discussions for strategy
and practice are becoming ever more profound. This Handbook will
prove a valuable resource for both international business scholars
and practitioners.
The Oxford Handbook of Talent Management offers academic
researchers, advanced postgraduate students, and reflective
practitioners a state-of-the-art overview of the key themes,
topics, and debates in talent management. The Handbook is designed
with a multi-disciplinary perspective in mind and draws upon
perspectives from, inter alia, human resource management,
psychology, and strategy to chart the topography of the area of
talent management and to establish the base of knowledge in the
field. Furthermore, each chapter concludes by identifying key gaps
in our understanding of the area of focus. The Handbook is
ambitious in its scope, with 28 chapters structured around five
sections. These include the context of talent management, talent
and performance, talent teams and networks, managing talent flows,
and contemporary issues in talent management. Each chapter is
written by a leading international scholar in the area and thus the
volume represents the authoritative reference for anyone working in
the area of talent management.
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