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International Human Resource Management
Submission deadline: 2024-06-30
Section Collection Editors

Section Collection Information

Dear Colleagues,

 

The global pandemic and crises have highlighted gaps in international human resource management (IHRM) research regarding how human resource management (HRM) theory and practices could assist multinationals in handling environmental disasters. These issues emphasize the importance of understanding the role of IHRM in building organizational resilience. In addition, changes in the labor market created by recent issues emphasize how our learning needs to be aware of developments, and how human resource management changes over time. IHRM has been studied in various disciplines, including psychology, war studies, team-level research, and strategic management. However, there have not been enough conceptual attempts to integrate the insights generated in these fields. For multinational enterprises and international organizations, the challenge is amplified by the variety of contexts across which multinational enterprise groups (MNEs) operate (linguistic, cultural, institutional, etc.). Explicit attention to more deeply contextualized explanations in HRM theory building would add value to the ongoing debate on universalism versus contextualism and convergence versus divergence in comparative IHRM. Key issues might involve the way HRM, or aspects of IHRM, is changing over time, the way that it is changing differently in different countries, the way that such changes are causing IHRM in different countries to converge (or maintain their differences), the difference between IHRM outcomes when looking at various time horizons, the role of multinational enterprises operating across different contexts, or the factors (institutional or cultural) underpinning such developments.

 

Recognising the value of human capital and the importance of the people it employs is vital if an organisation is to be successful. We consider it an important insight to understand that the people in an organisation are considered to be its greatest asset and their management is dependent on whether or not the organisation succeeds in the marketplace. The importance of human resource management in an organisation and how it will function is decided by the organisation itself. It also decides its scope, structure and also the position of human resource management in the hierarchy of the organisation's management activities. Today, human resource management has a different status in organisations. It covers a range of activities and activities from searching, recruiting, selecting employees to the employee's departure from the organisation in which he/she works. It focuses on activities to improve working conditions in the organisation, company culture, employee care, etc.  Every organisation works not only with material, economic, financial or information resources, but above all with people. Nowadays, the management of human resources is a necessity for any organisation that wants to compete. Human resources are a strategic capital, because they are the creators of added value, which provides a competitive advantage and is constantly capitalisable. Capitalizability of human resources means the possibility that we can continuously train and retrain human resources. Therefore, training becomes a lifelong need. Today, the field of human resource management is subject to a three-dimensional model that includes the emotional well-being of employees, the psychological well-being of employees and, last but not least, the physical health of employees. This is important because in order to be an asset to the organization, a person must be mentally and physically healthy, emotionally balanced, and able to withstand the stress and psychological strain that arises, especially in the area of interpersonal relationships within the company. At the same time, it has been found that if the organization employs people who do not meet these aspects, the balance in the microclimate of relationships and in the personality of individual employees is disturbed. This ultimately affects the profit of the organisation.

 

It is essential in every organization to define a human resource management strategy as well as a human resource management policy. Human resource management is an integral part of the management of an organisation. Its main task is to enable management to improve individual and collective approaches of people to the short-term and long-term success of the organization, to create an environment that helps to develop human potential and create positive motivation of employees to meet the goals of the organization, to strengthen interpersonal relationships in the organization, to promote teamwork and to monitor developments affecting the achievement of the goals of employees and the organization as a whole.

 

Research articles and reviews in this area of study are welcome. We look forward to receiving your contributions.

 

Dr. Ahmed Mohamed Habib

Dr. Katarína Lestyánszka Škůrková

Section editor

Keywords

Human Resource Management; Intellectual Capital Management; Human Capital Efficiency; Organizational Resilience; Organizational Capabilities; Digitization and HRM; MNEs HRM; Data Envelopment Analysis; HRM Efficiency; Continuous Improvement

Published Paper