Menstrual Wellbeing of Professional Workers: A Work Demands‐Resources Perspective

PurposeArab female academics struggle to advance within their universities in both academic and managerial ranks. Accordingly, this study aims to investigate the factors hindering Arab women’s academic career development through studying the case of Jordanian academic women.Design/methodology/approachData were gathered through document analysis (Jordan constitution, Jordanian Labour Law and its amendments, higher education and scientific research law, Jordanian universities’ law and universities’ HR policies and regulations), interviews with 20 female academics and a focus group with 13 female academics (members of the Association of Jordanian Female Academics).FindingsThe results indicate female academics as tokens facing many interconnected and interrelated barriers embodied in cultural, social, economic and legal factors. The findings support the general argument proposed in human resource management (HRM) literature regarding the influence of culture on HRM practices and also propose that the influence of culture extends to having an impact on HR policies’ formulation as well as the formal legal system.Originality/valueThe influence of culture on women’s career development and various HR practices is well established in HR literature. But the findings of this study present a further pressure of culture. HR policies and other regulations were found to be formulated in the crucible of national culture. Legalizing discriminatory issues deepens the stereotypical pictures of women, emphasizing the domestic role of women and making it harder to break the glass ceiling and old-boy network.

PurposeThe purpose of this paper is to contribute to the social enterprises and human resource management (HRM) literatures by examining how institutional and cultural contexts influence human resources (HR) practices, i.e., recruitment practices (specifically, recruitment channels) and employee relations (ER) practices that are adopted in social enterprises in the developing country of Thailand.Design/methodology/approachThis paper applies an embedded cross-case analysis of four social enterprises in Thailand across a variety of industries. The case study evidence in this paper draws on semi-structured interviews with each social enterprise’s representatives; field visits to each social enterprise in Bangkok and in other provinces in Thailand; and a review of archival documents and web-based reports and resources. This paper uses thematic analysis to pinpoint, examine and record the patterns or themes found in the data.FindingsBased on these four case studies, this paper proposes that the deficiencies in the Thai skill formation system, especially skill shortages, are associated with the adoption of alternative or substream recruitment channels among social enterprises. Additionally, the weak and highly fragmented ER institution and the cultural context that favor conflict avoidance and unassertiveness among workers within the workplace are associated with the adoption of a paternalistic ER practice in these enterprises.Research limitations/implicationsThis paper has only focused on the role of national skill formation system, ER system, and the cultural context that favor conflict avoidance and unassertiveness among workers within the workplace. Future research may explore how other institutional and cultural domains influence the adoption of HR practices in these enterprises in the context of emerging market economies. Additionally, because this research is based on the case studies of four social enterprises in a variety of industries in Thailand, the findings of this paper may not be generalizable to all social enterprises across countries. Another limitation of this research is that it did not include social enterprises in several other industries, including the entertainment and media industry and the printing and publishing industry, and it does not include other forms of social enterprises, such as community-led social ventures. Future research may explore how institutional and cultural contexts influence HR practices adopted in social enterprises in other industries or in other types of social enterprises. Moreover, quantitative studies using large samples of social enterprises across industries might be useful in deepening our understanding of a topic that is significant from the perspective of both social enterprises and HRM.Practical implicationsThis paper provides practical implications for HR professionals, founders and top managers of social enterprises not only in Thailand but also in other countries that face the problem of a skill shortage in the labor market.Social implicationsThis paper provides policy implications for the government of Thailand and the governments of several other emerging market economies in which the skill shortage is particularly severe. These governments should focus on solving this problem to alleviate severe competition among several types of organizations in the labor market. Furthermore, these governments should foster the implementation of a partnership model for employee–management relationships within the workplace. In this model, employees and management perceive each other as partners rather than enemies to sustain win–win solutions to any problems or disputes that may occur.Originality/valueThis paper aims to fill the gap in the literature regarding how social enterprises manage HR across contexts, especially in developing countries where institutional and cultural contexts might differ from those of developed countries. Batt and Banerjee (2012) suggested that the literature on HRM, including strategic human resource management (SHRM), should extend beyond the organizational context and examine how institutional contexts influence the adoption of organizations’ HR practices. Additionally, Batt and Banerjee (2012) noted that the majority of studies in the HRM literature focus on profit-oriented firms in the private sector and ignore other types of organizations such as non-profits or social enterprises.

The motivation for this symposium is to unearth the relationship between corporate development and professionalization in the field of human resources management (HRM) in Iberoamerica. In this instance, prominent scholars have emphasized, for example, the strategic implications of managerial staffing and the need to match managers with strategies (Kerr and Jackofsk, 1989). Vassolo et al. (2011) argue that the analysis of this geographical region has been systematically neglected in studies within the international business field. However, there remain many challenges in this region characterized by late industrialized economies of which there is very little data available (Vassolo et al. 2011). We suggest there is a strong relationship between the professionalization of the HR function and its strategic importance. This becomes obvious when the HR practices and policies are developed consistently in alignment with the HR function and its strategic expectations. Therefore, this symposium intends to contribute towards explaining the human resource management role in the formulation of companies’ strategic objectives. The specific challenge that this study entails is rooted in the difficulty to evaluate human resource solutions to strategic problems as compared to the more traditional approach of using human resource management-based solutions as strategic solutions. We argue that the participation of the HR director in the board of directors, and the implementation of HR practices that go beyond the traditional administrative function of HR, will contribute to the development and the sustainability of the corporate activity in Iberoamerica. Indeed, as Lengnick-Hall and Lengnick-Hall (1988) pointed out, competitive advantage encompasses those capabilities, resources, relationships and decisions that permit a firm to capitalize on opportunities and avoid threats within its industry (Hofer and Schendel, 1978). Most Latin-American countries challenge business strategies due to the high economic volatility and politic instability risks. So even if firms possess competitive advantages, the sustainability of successful strategies is not ensured. In this regard, we propose that human resource policies should be tailored to reflect the needs of the business environment rather than to mirror current trends or best practices from the past. As Vassolo et al. (2011) postulate, it is important to understand how business operate in Iberoamerican countries and their own specific dynamics which motivates empirically our choice for both a best practices prescriptive approach and an innovative, customized human resources management framework. There is an increasing need to take into consideration that the context in which people management takes place around the globe, especially in the emerging markets, is significantly different from the US context where much of the HR policies and practices have been developed. For this reason, we bring new empirical evidence about the state of development of HR policies and practices in Iberoamerica as we are currently gathering data through a large-scale survey in 10 countries from this region. In this symposium we will present the first insights of this cross-national study through 4 of the papers that the researchers involved in this network are currently developing. The state of the HR function and its strategic role in multinational companies in Latin-America Presenter: Maria Jesus Belizon; IESE Business School Presenter: Lourdes Susaeta; IESE Business School The importance of training in operationalizing HR policy: An Iberoamerican Research Presenter: SERGIO JOSE NOGUERA GOTOPO; U. of Carabobo Internal communication as a corporate challenge: A comparative analysis in Iberoamerica Presenter: Sandra Idrovo; INALDE Talent Management in Iberoamerican countries Presenter: Paula Apascaritei; IESE Presenter: Jose Ramon Pin; IESE Business School Presenter: Esperanza Suárez; IESE Business School High Performance HR practices in Iberoamerica Presenter: Isis Olimpia Gutierrez-Martinez; U. de las Americas-Puebla

Recent research provides evidence that, contrary to implicit assumptions in much of the strategic human resource management (SHRM) literature, human resource (HR) systems and practices are in fact enacted with substantial variation across units even within organizations, with such variation largely a function of the line managers involved in implementing HR practices in the units under their supervision. While instrumental in demonstrating the critical role that line managers play in facilitating the causal chain linking organizations' HR practices with intended employee and organizational outcomes, we contend that the focus of this research on HR practice implementation as a singular and unidimensional characterization of line managers' involvement in human resource management (HRM) represents an oversimplification on several counts. Broadly, we propose that this focus fails to account for the varied nature of line managers' downward influences in the context of HRM. Thus, we integrate insights from research on HR practice implementation, workforce differentiation, and autonomous strategic behavior to develop a more complete understanding of line managers' downward involvement in HRM. Based on our synthesis of relevant insights from these literatures, we propose a research agenda focusing on questions spanning four broad areas with the aim of fostering and guiding future SHRM scholarship to further our understanding of the antecedents, processes, and consequences associated with line managers' influences on HR system content and process in organizations. (PsycINFO Database Record (c) 2020 APA, all rights reserved).

This articlse defines a systematic qualitative review and considers how it can advance our knowledge of HRM literature. Those of us who care about people who are in Human Resource Management (HRM) literature rely on data demonstrating the efficacy of various interventions. In order to inform our practice and better understand what works, a solid systematic review can be quite helpful in compiling research evidence. Understanding how people with HRM literature experience their HRM literature and their treatment, in addition to having proof of effectiveness, can be helpful when we are collaborating with them to deliver care that satisfies their requirements. A thorough qualitative systematic review can also produce new insights, frequently illuminating the HRM studies' contribution to literature and can aid in the development of theories. Such a review can provide insight into what like to have long-term HRM literature. The many steps of meta-ethnography, the most popular methodology used for qualitative systematic reviews, are presented in this article. It provides examples of the kinds of discoveries that can result from this method using data from four meta-ethnographies that are pertinent to HRM literature. It demonstrates how new insights could develop and provides an illustration of how chronic musculoskeletal HRM literature can be felt as "an antagonistic fight" in many facets of a person's life. The conclusion of this article is that evidence from qualitative systematic reviews can be used in conjunction with or as a complement to evidence from more quantitative methodologies.

Purpose The strategic human resource management (HRM) literature emphasises the importance of employee involvement and participation for outcomes such as job satisfaction, employee retention and organisational performance. Situational factors identified as conducive to employee participation in decision-making include small size, via less hierarchical, proximate and informal workplace relations. Ownership and mission are also important, with not-for-profit (NFP) organisations generally having more collectivist, commitment-based cultures that support open decision-making. However, such organisations often have weak HRM policies and practices. This paper examines the process and outcomes of employee participation in a small NFP through in-depth case study research. Design/methodology/approach Single case study utilising longitudinal participant observation, interviews, reflective diary, documentary analysis. Findings Operating as a collective, the organisation was bound by time and capacity limitations in its ability to plan strategically or even to make routine decisions. Basic HR policies and practices in areas such as staff recruitment and performance management were sub-standard or unobserved. Consequences included poor management, inconsistent training, staff burnout, high labour turnover and sub-optimal performance. The results suggest that weak managerial coordination and the absence of a dedicated HR function subvert effective people management. In such circumstances, strong forms of employee participation fail to deliver anticipated equity and efficiency outcomes. Research limitations/implications Single case study. Practical implications Small organisations need HR policies and dedicated support to ensure that employee involvement and participation are effective. Originality/value The findings demonstrate how employee involvement and participation can be subverted by inadequate HR processes, adding qualitative evidence to support theories of HR “bundling” in high-involvement work practices. The research also contributes to the neglected area of HRM in small NFPs.

Purpose This paper examines the human resource (HR) strategies and practices that are considered to be particularly beneficial for aging employees in organizations in Thailand, which is an underresearched developing economy, from an employee perspective and the implications of national institutions and cultures for the adoption and implementation of those HR strategies and practices across organizations. Design/methodology/approach The results of the study, based on a cross-case analysis of seven organizations across industries, are primarily drawn from structured interviews and focus groups with aging employees, field visits and a review of archival documents and web-based resources, including newspaper reports and magazines. Findings This paper proposes that HR strategies that are appropriate for managing aging employees in organizations in Thailand’s developing economy can be classified into four bundles: growth, maintenance, recovery and regulation. Each bundle of HR strategies consists of several HR practices that are appropriate for managing aging employees in organizations. In particular, from the perspective of aging employees, these HR practices help aging employees upgrade their skills, prepare them to have a sufficient amount of financial savings after retirement, ensure that they are safe, secure and healthy, help them feel that their tacit knowledge and experience are still valuable, and help them perform jobs that are appropriate for their physical health conditions. Additionally, the adoption and implementation of the proposed HR strategies and practices tend to be influenced by national institutions in terms of deficiencies in the national skill formation system, healthcare institutions, regulatory institutions and welfare state regime and by the national culture in terms of reciprocity and respect for elderly people (i.e. aging employees). However, there are five important HR practices that are specifically appropriate for managing aging employees in Thailand and other developing economies where the level of household debt and/or personal debt is high, where the increasing number of aging employees leads to high demand for medical services when the medical services offered by private hospitals are expensive, and where tacit knowledge and experience are important for creating and maintaining firms’ competitive advantage: (1) the facilitation of financial planning, (2) safety and health training, (3) annual health check-ups, (4) the appointment of aging employees as advisors/mentors and (5) knowledge transfer/job enrichment. Research limitations/implications One of the limitations of this research is its methodology. Because this research is based on case studies of seven firms located in Thailand, the findings may not be generalizable to all other firms across countries. Rather, the aim of this paper is to further the discussion regarding HR strategies and practices for managing aging employees in organizations. Another limitation of this research is that it does not include firms located in several other industries, including the agricultural and fishery industry and the financial services industry. Future research may explore HR strategies and practices for managing aging employees in organizations located in these industries. Moreover, quantitative studies using large samples of aging employees who work in firms across industries might also be useful in deepening the understanding of HR strategies and practices for managing aging/retired employees in organizations. Practical implications This paper provides practical implications for top managers and/or HR managers of firms in Thailand and other developing economies where the level of household debt and/or personal debt is high, where the increasing number of aging employees leads to high demand for medical services when the medical services offered by private hospitals are expensive, and where tacit knowledge and experience are important for creating and maintaining firms’ competitive advantage. In particular, the aging employees in this study identified the HR practices that they perceive as being appropriate for aging employees and that were already available in firms or that they expect their firms to have but are currently missing. In this regard, HR managers should take note of these good and appropriate HR practices to ensure that they become part of official, structured HR strategies and practices. This would ultimately help line managers and aging employees think more positively about the future of aging employees within the company and help retain invaluable aging employees over time. Social implications This paper provides social/policy implications for the government and/or relevant public agencies of Thailand and several other developing economies where the majority of aging people do not have sufficient savings to support themselves after retirement, especially when these countries are becoming aging societies, where the increasing demand for medical services cannot be adequately addressed by existing public hospitals while private hospitals’ medical prices are quite expensive, and where intellectual property right (IPR) protection laws are weak. That said, such governments should encourage firms located in their countries to implement these HR strategies and practices for developing, maintaining, deploying and supporting aging employees. Originality/value This paper aims to contribute to the literature on human resource management (HRM), specifically on HR practices for aging employees, in the following ways. First, this study is different from the previous studies in that it examines HR practices for managing aging employees from an employee perspective, while most of the previous studies in this area have focused on the management of such employees from an employer perspective. In this case, it is possible that formal company policies may be different from actual HR practices as perceived by aging employees (Khilji and Wang, 2006). Second, this paper explores the implications of national institutions and cultures of Thailand’s developing economy for the adoption and implementation of HR strategies and practices that are appropriate for managing aging employees in organizations. Finally, this paper examines HR practices that are specifically appropriate for managing aging employees in Thailand and other developing economies. The literature on HR practices for aging employees has overlooked developing economies, including the underresearched country of Thailand, as most of the studies in this area have focused on developed economies. In fact, developed economies and developing economies are very different in several respects, which may influence the HR strategies and practices that are appropriate for managing aging employees in organizations.

Focusing on Chinese migrant workers, our paper aims to bridge human resources management (HRM) literature and social identity literature by exploring possible sources of employees�� differences in their experiences of Human Resource (HR) practices and ultimately their work attitudes. Based on a dataset comprising 133 firms and 2, 225 migrant workers, we found that (1) employees�� perceived HR practices mediated the relationship between firm intended HR practices and employee job satisfaction and affective commitment; (2) that migrant workers�� social identities had a direct impact on their perceptions of HR practices; and (3) that their social identities moderated the relationship between firm intended HR practices and their own perceptions. Important theoretical and practical implications are discussed.

PurposeUnderstanding employees’ multi-dimensional motivations is at the core of realizing the potential of a well-designed human resource (HR) system. This study aims to investigate whether the effects of HR practices on employee motivations, and their performance would be dependent on the service orientation of HR department.Design/methodology/approachThe authors collected data in two surveys: a pilot survey and a main survey with a two-wave design. The pilot survey with 93 respondents was to verify the newly developed HR service orientation scale. In the main survey, a total of 276 supervisor-subordinate pairs from 48 companies were valid for analysis.FindingsThe authors find support for their hypothesis that promotion-oriented motivation mediates the relationship between discretionary HR practices and employee outcomes [in-role performance and organizational citizenship behavior (OCB)]. Furthermore, the indirect effect of discretionary HR practices on employee outcomes is stronger when the HR service orientation is higher. Transactional HR practices, however, are not evidenced to relate to employee prevention-focused motivation and outcomes.Practical implicationsThe findings illustrate a comprehensive process of HR practices on employees’ multi-dimensional motivations. High service skills of HR professionals in handling internal employees’ needs could amplify employees’ promotion-focused motives, which in turn increase their in-role performance and OCB.Originality/valueIn sum, the authors' study contributes to both human resource management (HRM) and employee motivation literature by demonstrating the different impacts of discretionary and transactional HR practices on employees’ motivations. In addition, by revealing HR service orientation as an important contingency factor, the authors shed greater light on when and how HR practices can motivate employees.

Purpose The purpose of this paper primarily contributes to the social enterprises and human resource management (HRM) literature by examining the roles of founders in shaping how workers in social enterprises are managed. Design/methodology/approach This paper uses a cross-case analysis of three social enterprises in the food and agricultural products and food and beverage industries in Thailand. The case study evidence in this paper draws on semi-structured interviews with each social enterprise’s founders, managers and employees; field visits to each social enterprise in Bangkok and other provinces in Thailand; and a review of archival documents and web-based reports and resources. This paper uses thematic analysis to pinpoint, examine and record the patterns or themes found in the data. Findings This paper proposes that the founders of social enterprises play a variety of roles in shaping the human resource (HR) systems and practices used in these enterprises. First, founders serve as role models for managers and employees of social enterprises. Second, founders serve as succession planners for social enterprises. Third, the founders serve as builders and enforcers of corporate culture in social enterprises. Finally, founders serve as builders and enforcers of the HR systems and practices used in these enterprises. Put simply, without the roles of founders, the corporate culture and HR systems and practices of social enterprises might not be sustainable over time. Research limitations/implications Because this research is based on case studies of three social enterprises located in Thailand, the findings may not be generalizable to all other social enterprises across countries. Rather, the aim of this paper is to further the discussion regarding the roles of founders in shaping the HR systems and practices used in social enterprises. Another limitation of this research is that it does not include social enterprises in several other industries, including the entertainment and media, printing and publishing and hotel and restaurant industries. Future research may explore how the founders of social enterprises in other industries shape the HR systems and practices used in those enterprises. Moreover, quantitative studies using large samples of social enterprises across industries might also be useful in deepening the understanding of a topic that is important from the perspectives of both social enterprises and HRM. Practical implications This paper has practical implications for founders and/or top managers of social enterprises is not only Thailand but also other countries. It also has social/policy implications for the government and/or relevant public agencies in Thailand and for several other developing countries/emerging market economies. Originality/value Very little research has examined the various roles of founders in shaping how workers in social enterprises are managed. In addition, there has been relatively little research focusing on the characteristics of social enterprises’ founders in developing countries, including Thailand. This paper aims to fill this gap in the literature on social enterprises and HRM regarding how the founders of small, hybrid organizations such as social enterprises in Thailand play their roles as builders and enforcers of HR systems and practices and other roles relevant to the management of workers.

This research contributes to the debate in the human resources management (HRM) literature by examining the impact of some HRM practices on workers’ overall job satisfaction and the determinants of workers’ perception of discrimination. The novelty of our study consists in the deepening of the relation between HRM practices and the employees’ perception of discrimination in workplace: a largely unexplored topic, until now. Our aim is to add value to existing literature by assessing the synergy effect between perception of discrimination and HRM practices on workers’ job satisfaction, performing a probit regression analysis of a selection of variables drawn from the sixth wave of European Working Condition Survey data, collected in 2015. We also provide a comparison of different types of discrimination, examining the moderating effect of the perception of discrimination on the relationship between HRM practices and employees’ job satisfaction, assuming that the strength of the above relation is weaker for discriminated workers. Our findings highlight that HRM practices we analysed (except for autonomy of the work-group and job-intensity) have a positive impact on workers’ satisfaction and reduce the perception of discrimination. Moreover, we find that the perception of every kind of discrimination have a negative impact on workers’ job satisfaction. Our results also suggest that the perception of discrimination has a moderator role in the relation between HRM practices and job satisfaction. Policy implications are finally discussed.

Recognising the importance of the human factor in all quality management systems and following the recent trends in the human resource management (HRM) literature that address the concept of talent, this study aims to investigate whether the adoption of the total quality management (TQM) philosophy inside service organisations leads to performance gains while taking into account the role of the human talent philosophies. A structured questionnaire was developed and distributed to maritime companies located in Greece and responses were collected mainly from the Quality and Safety managers. Finally, 199 usable responses were obtained. The data were analysed through structural equation modelling and multi group analysis. The findings confirm the positive association between TQM and performance and clearly indicate that the form of this relationship is influenced by the different perceptions with regard to the exclusive/inclusive nature of talent. This study adds to the limited empirical evidence on talent-related issues and constitutes one of the very first attempts to explore the critical role of the human talent – a very innovative concept in the HRM literature – in influencing the way quality management efforts ultimately yield positive performance outcomes.

Findings of positive relationships between a set of well-configured commitment human resource practices and organizational performance outcomes are well documented in the strategic human resource management (HRM) literature. However, several recent empirical studies have found significant gaps between the HR practices that organizations report using and employees’ experiences of those HR practices, raising a question about the extent to which organizationally intended HR practices are effectively implemented within an organization. Drawing on attribution theory, we address this problem by focusing on the role of frontline managers (FLMs) in implementing commitment HR practices. Data collected from 195 employees in 61 work groups in two time periods showed that FLMs’ commitment HR attributions affected their implementation of commitment HR practices, which in turn affected employees’ perceptions of HR practice implementation and the average level of organizational citizenship behavior in their work group. The findings contribute to the strategic HRM literature by demonstrating the significant role of FLMs’ attributions in attaining the unrealized potential benefits of commitment HR practices through the effective implementation of commitment HR practices.

Managing volunteers is a difficult undertaking. This study draws on human resource (HR) management theory and literature to investigate the effect of two HR practices—training and recognition—on volunteer turnover. We use longitudinal administrative data collected by an Indiana nonprofit organization, which contains individual volunteer characteristics, organizational HR practices, and information on actual turnover behavior. We found that recognizing volunteer contributions with awards predicted volunteer retention in the following year. Training did not have a direct effect on volunteer turnover, but interacted with gender; men who received training were more likely to stay than women. The study contributes to the literature on HR management in the volunteer context, adds to the emerging literature on awards as incentives for volunteers, and addresses the common method bias by using longitudinal data.

Purpose The US workforce is becoming more diverse, encompassing a wide range of ethnicities, cultures, genders, ages and backgrounds. Further, the presence of African Americans in the workforce has evolved significantly over the years. This paper aims to identify the cultural values of African Americans and assess how well current HR policies and practices align with these values. The research utilizes Hofstede’s (1980) cultural values framework to gain insights into this dynamic. Design/methodology/approach The authors used a conceptual approach to analyze African American cultural values and utilized Hofstede’s (1980) cultural values framework to gain insights into them. We analyze African American cultural values and focus on individualism/collectivism, power distance and long-term/short-term orientation. Findings This study advances the idea that organizations can significantly benefit from understanding the cultural values of African Americans and other minority groups. We found that there was misalignment between current HR practices and policies and African American employees. By aligning HR practices and policies with African American cultural values or other minority groups’ cultural values, organizations may be able to increase job satisfaction and thus lower turnover in African Americans and other minority workers. Practical implications This study emphasized that organizations stand to gain significantly by understanding African American cultural perspectives. Presently, there is a misalignment between existing practices and policies and the needs of non-Anglo-American employees. Aligning these practices and policies with African American cultural values can improve organizational effectiveness and help reduce employee turnover. We offer practical implications for organizational leaders. Originality/value The study’s findings indicate if current HR policies and practices align with African American cultural values, and we discuss the implications of this alignment for reducing turnover and suggest directions for future research.