Christopher J. Rees

Emiratization as a strategic HRM change initiative: case study evidence from a UAE petroleum company

Nationalization programmes that are designed to encourage and support the employment of nationals in preference to expatriates have become a key feature of HRM throughout the Middle East, with countries such as Oman, Saudi Arabia and the United Arab Emirates adopting politically led nationalization initiatives. A literature review is presented that identifies a dearth of academic research relating to these initiatives within the context of the Middle East. The paper argues that this weakness in international HRM literature has implications both within the Middle East and in terms of more general international theory building in relation to issues such as the transferability of HRM systems and practices. In later sections of the paper, a case study of Emiratization in practice is presented with a view to identifying and exploring issues surrounding the implementation and evaluation of organizationally based Emiratization programmes. The case study findings demonstrate some of the complexities surrounding issues such as management commitment, quantitative evaluation methods, resistance to change and the role of expatriates in implementing Emiratization programmes. A number of implications and subjects for future research into Emiratization are identified. These implications relate to: the reasons underlying the scarcity of HRM literature on nationalization initiatives; emotional perspectives on nationalization methodologies; strategies for dealing with resistance to nationalization within organizations; issues surrounding the design of Emiratization programmes; and the role of expatriates as key stakeholders in nationalization programmes.

Theorizing advances in international human resource development

Abstract In recent presentations at HRD conferences in Europe and Asia, various papers have identified ‘Globalization and HRD’ as a growing area of intellectual inquiry. Our paper contributes to these theoretical explorations by attempting to map out the terrain of IHRD theory and activity. Drawing on international HRM (IHRM), development economics and development sociology writings we propose that international HRD in the global arena can be categorized under three headings: ‘global HRD’, ‘comparative HRD’ and ‘national HRD’. We present a development model as a way of analysing HRD. It is argued that this model can be viewed as a heuristic device that may be used to break down the components of IHRD and, in doing so, contributes to IHRD theory formulation and a greater understanding of HRD organization policy and practice within an international context. Our theoretical discussion stresses the broader social development orientations of education and HRD.

Gender, globalization and organization: exploring power, relations and intersections

Purpose – Current debates on neo‐liberal and universalistic globalization pay little attention to gender or to other marginalized groups, and fail to consider the complexity and diversity of the experiences of men and women in specific socio‐political contexts, especially those in the developing world. The paper challenges mainstream theories which present globalization and its associated forces as gender neutral. The main purpose of this paper is to advance theoretical debates on the gendered organizing dynamics of globalization.Design/methodology/approach – The paper draws on organization theory, gender and development studies literature, and feminist sociology, to advance critical understandings of contemporary debates of the intersecting qualities of globalization, transnational organizations and gender social divisions.Findings – The paper provides a critical synthesis of the complexity and interconnections between gender, organization and globalization. The paper identifies international development...

Senior managers' perceptions of the HRM function during times of strategic organizational change: Case study evidence from a public sector banking institution in Malaysia

Purpose – The purpose of this paper is to explore the role played by the human resource management (HRM) function in strategic organizational change initiatives. The objectives of the paper are to assess the extent to which the HRM function is perceived by senior managers to have contributed to the strategic organizational change agenda during a period of rapid change, and identify major challenges HRM professionals face as facilitators of strategic change management initiatives in contexts of this nature.Design/methodology/approach – The research objectives were addressed using literature‐based evidence and primary interview data obtained from qualitative in‐depth interviews with the directors and deputy directors of a public sector banking institution in Malaysia.Findings – In addition to identifying positive perceptions of the HRM function, the findings raise issues about the strategic focus, independence, credibility, and leadership strategies associated with the HR functions attempts to engage with ...

The faking of personality questionnaire results: who's kidding whom?

Explores the faking‐good of personality questionnaire results in occupational settings. Identifies three specific lines of research into faking‐good: first, whether it is possible for candidates to fake‐good personality questionnaire results; second, whether faking‐good adversely affects the criterion validity of personality questionnaire results; third, whether candidates actually engage in faking‐good behaviour. Notes, in relation to this third line of enquiry, the lack of information about the views of candidates and potential users of personality questionnaires towards the faking‐good of personality questionnaire results. Proceeds to explore the views of 190 people employed in personnel departments in the North‐West of England towards various issues associated with the faking‐good of personality questionnaire results. These issues include: the ease with which personality questionnaire results can be faked; the ease with which faking‐good can be detected; the extent to which candidates actually fake‐good; the ethics of faking‐good responding. The implications of the study focus on matters such as the face validity of personality questionnaires, the training of test users and the future development of non‐transparent fake‐good scales.

Organizational change strategies in the Arab region: A review of critical factors

This conceptual paper explores the subject of organizational change in the Arab region with particular reference to cultural influences on organizational change initiatives in this region. The paper offers a review of a set of studies which focus on organizational change in Arab countries and proceeds to discuss change initiatives with reference to factors such as Islam and tribalism. A key issue that emerges from the paper is the paradox between Western approaches to change which emphasize collaborative and participative approaches to change management, and the more directive and hierarchical approaches to management associated with national cultures in the Arab region. Areas for future research are identified in the conclusion section.

Employee selection in a total quality management context: Taking a hard look at a soft issue

The aim of the paper is to examine issues surrounding the importance, nature and evaluation of employee selection procedures within a total quality management (TQM) context. The growing recognition of the positive contribution that can be offered by effective human resource management policies is highlighted and discussed. The paper reports research on current trends in employee selection practice. The move towards competency-based employee selection procedures is critically examined from a TQM perspective. Traditionally, the effectiveness of employee selection procedures has been evaluated from psychometric and legal perspectives, typically on the basis of outcome-based data. The paper explores a number of problems that are associated with these outcome-based approaches to evaluation and proceeds to highlight specific process-related factors that should also be considered when evaluating employee selection procedures in a TQM context.

Managerial perceptions of the role of the human resource function in Sri Lanka: a comparative study of local, foreign-owned and joint-venture companies

As debates on HRM continue, we contend that a number of important issues have not been given the adequate attention they deserve. One of the neglected issues, which we seek to explore in this paper, is the question of whether HRM models are being practised in developing countries. The specific context for the research is Sri Lanka. Therefore, the central objective of this paper is to explore one main research question, which is: To what extent does HRM play a significant role in organizational strategy processes in Sri Lankan organizations? The research is guided by four hypotheses. The hypotheses are based on the assumption that local Sri Lankan organizations will differ from MNCs in the way they deal with and practice HRM. The findings from the investigation reveal no significant differences between MNCs and local companies in relation to the research questions. The implications of the findings are discussed within the context of diffusion and convergence of management practices and the role of drivers of globalization.

Perspectives on Decentralization and Local Governance in Developing and Transitional Countries

The main aim of the article is to examine the emergence of decentralization as a strategy associated with Public Sector Reform in developing and transitional countries. In offering this discussion, the article introduces the focus of this special edition. In the article, we discuss issues such as the political underpinnings of decentralization, the influence of the private sector on decentralization in the public sector, and challenges which have emerged as a result of the implementation of decentralization initiatives in developing and transitional countries. The later sections of the article provide an overview of the articles that comprise this special edition.

Career Management in Transition: HRD Themes from the Estonian Civil Service

Purpose – To explore, through a case study, some of the key career‐related HRD issues that senior managers are currently facing in the Estonian civil service.Design/methodology/approach – Presents primary empirical research into career management in the Estonian civil service since 1991, that is, in the post‐Soviet era. The research involved in‐depth interviews with a group of 12 senior staff employed by the Estonian civil service.Findings – The interview data reveal the ways in which downsizing and de‐layering in the Estonian public sector have led to shortened career paths, increased functional flexibility, increased spans of control and shifts towards open job systems.Research limitations/implications – The research explored career‐related issues solely within the Estonian civil service. Further research would be needed in a wider range of organisations and countries before the transferability of the findings could be established to transitional economies more generally.Practical implications – Provide...