The politics of HRM: waiting for Godot in the Moroccan civil service

This study illustrates the fundamental importance of a political understanding in order to improve HRM in both public and private organizations. It complements studies that have found a statistical relationship between public staff management and economic growth by presenting a case study of Morocco, using the strategic human resource management (SHRM) model as a framework.

There are several reasons why HRM in the Moroccan civil service has stagnated, notably unfamiliarity with HRM models and the French administrative heritage. But the fundamental reason is Morocco's political system, where real power resides in the Palace, and where political actors are reluctant to take bold initiatives. Thus a focus on the management level is currently misplaced, and fundamental political action harnessing the authority of the Palace without disempowering other political actors is needed.

The study implies that a political analysis is sometimes a prerequisite for improving HRM in both public and private organizations.     

Repatriation: what do we know and where do we go from here

Abstract

The unparalleled growth in multinational corporations in recent decades has witnessed a commensurate rise in the deployment of expatriates to foreign subsidiaries and their subsequent repatriation. However, despite considerable progress in our understanding of the expatriation phase of international assignments, the literature on repatriation remains fragmented and incomplete. Plagued with problematic re-adjustments, high turnover rates, and a range of other obstacles, there is an urgent need for an improved understanding of repatriation. This study systematically reviews the repatriation literature over the previous four decades, identifies its major themes, gaps and limitations, and provides a framework that consolidates the literature and prompts future work in several important new directions.     

The application of learning theories to improve cross-cultural training programs in MNCs

Cultural intelligence and intercultural competence are concepts that have been identified as antecedents for success in global management, and both depend on the acquisition of cultural knowledge. However, although a lack of cultural knowledge is cited in the international management literature as a frequent source of failure in expatriate assignments, there is scant research about how cultural knowledge is created and diffused within organizations. We cite evidence that cross-cultural training programs, which are widely utilized for cross-cultural knowledge transfer, tend to be ineffective in transferring cultural knowledge, and we examine in detail how cultural knowledge is acquired in MNCs and reveal the importance of its tacit component. Then, drawing upon five relevant learning models, we propose a framework for the effective transfer of cultural knowledge. Based on this theoretical underpinning, we offer four sets of effective cross-cultural training methods, as a function of the resources available, that the firm can apply to achieve more effective cross-cultural training for global managers.     

Four ‘domains’ of career success: how managers in Nigeria evaluate career outcomes

Using an exploratory qualitative approach based on in-depth interviews with 38 junior and middle managers, and informed by institutional theory, this article explores how Nigerian managers conceptualise career success. Results indicate that in contrast to some Western-based research, managers prioritise ‘objective’ (e.g. achieving financial stability) over ‘subjective’ (e.g. achieving work–life balance) career outcomes. Results also indicate that the well-applied dichotomy between objective and subjective measures is insufficient to capture the complexities and nuances observed in the Nigeria context. We thus propose four ‘domains’ of career success to include personal and relational dimensions in addition to the subjective/objective criteria. This we argue is a more comprehensive, integrative and contextually sensitive ‘frame’ for the analysis of career outcomes. Our findings suggest that scholars and multinational companies interested in expanding their operations to emerging economies need to incorporate these factors into their conceptualisations and management practices.     

Effects of Diversity on Performance: The Effects of Task Type

Diversity has long been assumed to have positive effects on organizational and group performance. Empirical evidence to date fails to support this assumption. The present paper provides a preliminary examination of the effects of diversity on a group task. The data are part of an ongoing study, where individual demographic information and task performance of groups have been collected. Diversity indices for racial and gender diversity are examined to determine the effects they might have on task performance. The instructions of the task, however, vary. In one situation, 2 groups are instructed to compete with one another. In the other situation, 2 groups are instructed to cooperate with one another. T-test ANOVA, and ANCOVA results consistently indicate that task-type influences changes in group-based outcomes. The implications of these preliminary results and future directions of research are discussed.     

International human resource management in the introductory HRM course

This paper explores the extent to which students in the introductory HRM course in US institutions are likely to be exposed to information on international and cross-cultural aspects of HRM. Two methods are used: (1) an analysis of international content in fifteen popular introductory HRM textbooks and (2) a survey of professors teaching introductory HRM. The vast majority of responding instructors said their classes got some exposure to international issues in HRM, and most introductory texts included some relevant content. Critiques of international boxed features and dedicated IHRM chapters are provided, and suggestions for improving the quality and depth of IHRM content in introductory textbooks are made.