The HR value proposition model in the Arab Middle East: identifying the contours of an Arab Middle Eastern HR model

What locals want: Jordanian employees' views on expatriate managers

“…a special issue of the Journal of World Business (Mellahi et al 2011) is dedicated to MNCs in the Middle East; a special issue of Equality, Diversity and Inclusion journal (Syed, Burke and Acar 2010) is dedicated to diversity management in the Middle East. Recent studies by AlHusan, Brennan and James (2009) and Afiouni, Karam and El-Hajj (2013) offer valuable insights into HRM in the Middle East. There is a need to augment the current literature.…”

The efficacy of high performance work practices in the Middle East: evidence from Algerian firms

“…While current research (c.f. Mellahi, 2006, 2007;Afiouni, Karam and El-Hajj, 2013) provides useful insights into the dominant features of Middle Eastern HRM models, it remains silent about performance implications of HRM practices.…”

Goal orientation effects on behavior and performance: evidence from international sales agents in the Middle East

“…Our model is important as it examines how goal orientation can lead to better HR training and development practices for ISAs by contributing to the issues on people flows (Afiouni et al 2013), away from a single country case perspective (see studies by Budhwar, Al-Yahmadi and Debrah 2002;Marouf andRehman 2004 andAl-Madhoun 2006). In doing so we consider the unique role of ISAs as workers operating without single contracts but instead have agreements with multiple organizations.…”

“…With a shift toward a more value-added paradigm of HR now seeking to widen the scope of examining HR functionalities in non-traditional marketplaces, this research is important to this agenda as it examines how effective motivational HR practices in goal and work behavior can steer exporters toward more productive management of international agents as sales workers in markets inclusive of the Arab Middle East (AME) (see Afiouni et al 2013). Extant literature in HR corroborates the importance of managing sales people who are seen to constitute a unique class of boundary spanning employees (Onyemah et al 2010;Morelli and Braganza 2011).…”

“…With companies under increased pressures to align their international human resource management (IHRM) practices with national culture differences and preferences (Sparrow 1999;Mendenhall and Oddou 2000;Bloom, Milkovich and Mitra 2003;Afiouni et al 2013), this manuscript is primarily targeted at managers who in their roles continually strive to avoid the pains of 'passive representation' in highly competitive international markets with trade intermediaries (Gilliland 2001;Chelariu et al 2006). In particular, the type of intermediary known as international sales agents (ISAs) is classified as a workforce who belongs to independent businesses.…”