The role of human resource management: An exploratory study of cross-country variance

Text mining a decade of progress in hospitality human resource management research: Identifying emerging thematic development

“…If authors from different countries focus on different topics, this raises the issue of ''culture bias'' in the hospitality HRM literature. The same phenomenon also has been observed in general HRM publications (Brewster, 1995;Bowen et al, 2002;Strauss, 2001) where scholars from different countries perceived or practiced HRM differently. Therefore, readers are cautioned to recognize that the findings of this study should be interpreted carefully in the context of Western English-language hospitality HRM.…”

Strategic human resource management and its linkage with HRM effectiveness and organizational performance: evidence from India

“…He further notes that world-class HRM departments are heavily involved in linking HRM practices to the strategic goals of the business. In summary, the effectiveness of HRM departments appears to be positively associated with SHRM fit (Bowen et al 2002). According to these researchers, an effective HRM function and HRM department are a prerequisite to SHRM.…”

“…Representation on the board of directors is critical if HR managers are to have appropriate input into strategic decisions (Budhwar and Boyne 2004;Ozcelik and Aydýnlý 2006). Several authors have talked about changing role of HR managers as business partners (Ulrich 1997;Bowen, Galang and Pillai 2002;Sheehan 2005). This warrants developing general skills and capabilities among HR managers (Brockbank 1999).…”

The challenge of international human resource management: balancing the duality of strategy and practice

“…It can be regarded as building IHRM, with its focus on identifying the likely impact of cross-culturally similar and different human behaviour on the functional elements of HRM, such as recruitment and selection, training and development, performance management and reward management. The second approach is argued to have developed from the comparative industrial relations and HRM literature and sought to describe, compare and analyse HRM systems across various countries (Bowen et al, 2002;Jackson, 2002;Shenkar, 1995). This literature incorporates discussions about convergence and divergence in HRM practices, corporate social responsibility and analyses of the impact of political, legislative, cultural and developmental factors of specific subsidiary nations on the practice and policies of international organizations.…”