Authors: Roland K. Yeo
Addresses: University of South Australia, GPO Box 2471, Adelaide, SA 5001, Australia; Saudi Aramco, P.O. Box 12979, Dhahran 31311, Saudi Arabia
Abstract: Research in human resource management (HRM) and human resource development (HRD) in the Middle East has received much attention in the last decade. The aim of this special issue (SI) is three-fold: 1) to identify critical HRM and HRD issues specific to the Middle Eastern context; 2) to examine how common HRM and HRD phenomena play out in organisations of different industries; 3) to explore if HRM and HRD research reveals more of a divergence or convergence in both theory and practice. The SI is motivated by four perspectives from the extant literature. First, managing a heterogeneous workforce has led to increased localised practices. Second, the ambivalent role of HR has led to unprecedented, inequitable organisational practices. Third, diversity in workplace dynamics has resulted in variations in leadership practices and employee relations. Fourth, external influences such as culture, government, and economy have framed HRM and HRD practices in unpredictable ways.
Keywords: context; cultural orientation; knowledge-based economy; localised practices; workforce diversity; workplace dynamics; HRM trends; HRD trends; Middle East; human resource management; human resource development; human resources; leadership practices; employee relations; culture; government.
International Journal of Human Resources Development and Management, 2014 Vol.14 No.1/2/3, pp.1 - 16
Available online: 12 Mar 2015 *Full-text access for editors Access for subscribers Purchase this article Comment on this article