Human Resource Management International Digest

Chelliah, John

2017 Human Resource Management International Digest

doi: 10.1108/HRMID-11-2016-0153

PurposeThis paper aims to highlight the risks faced by companies through the use of child labor in their outsourced global supply chains.Design/methodology/approachThis paper explores recent research and commentary on child labor in global supply chains.FindingsThis paper reveals the risk of brand damage to large organizations as a result of child labor inputs in their supply chains.Practical implicationsThis study guides practitioners of human resources in advising management on strategic and tactical approaches in sanitizing supply chains of child labor.Social implicationsThis paper draws attention to the risks associated with the presence of child labor in the supply chain and need for large companies to practice social responsibility beyond their borders.Originality/valueThe study demonstrates how child labor is not just an ethical issue but a legal one as well and how injustices suffered by children can through public awareness campaigns destroy brand value of the ultimate benefactor companies.

Bandura, Randall Paul; Lyons, Paul

2017 Human Resource Management International Digest

doi: 10.1108/HRMID-01-2017-0018

PurposeThis paper aims to express the value of manager/supervisor coaching with the intent of improving employee self-regulated learning (SRL). It examines the concept of SRL and its components; how SRL can assist employee performance and contribute to organizational success; and ways in which managers may intervene with employees via coaching to assist employees’ learning.Design/methodology/approachThis discussion of SRL and coaching is based on an extensive literature review of recent research regarding SRL.FindingsThere are many practical opportunities for managers to enhance SRL of employees through coaching in the workplace.Originality/valueThere are many practical opportunities for managers to enhance SRL of employees through coaching in the workplace.

Davis, Paul J.

2017 Human Resource Management International Digest

doi: 10.1108/HRMID-01-2017-0019

PurposeThe paper aims to provide practical suggestions to practitioners of human resources (HR) that show how employees can be a source of competitive advantage for the firm.Design/methodology/approachThis paper is based on earlier research and practical experience.FindingsThat resource-based theory can be practically applied to HR management to develop employees to be a source of competitive advantage.Practical implicationsThis paper provides HR practitioners with concrete examples to improve practice and work strategically for the benefit of employees and the wider firm.Originality/valueThis paper shows how a theory of strategy translates into everyday practice for HR practitioners.

2017 Human Resource Management International Digest

doi: 10.1108/HRMID-04-2017-0070

PurposeThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsA new study published in the Journal of Managerial Psychology has revealed that swearing at work has positive benefits for staff morale. The results are in stark contrast to the traditional view of swearing at work as a purely negative, aggressive activity.Practical implicationsThe paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.Originality ValueThe briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

2017 Human Resource Management International Digest

doi: 10.1108/HRMID-03-2017-0054

PurposeThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsThe authors uncovered five constellations of biases in recruiters that could disadvantage individuals who disclose or demonstrate mental disorders. Fortunately, consistent with the meaning maintenance model and cognate theories, when the vision and strategy of organizations is stable and enduring, these biases diminish, and people who report mental disorders are more likely to be employed.Practical implicationsThe paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.Originality/valueThe briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

2017 Human Resource Management International Digest

doi: 10.1108/HRMID-04-2017-0067

PurposeThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsA firm’s human resources (HR) department has a significant responsibility with regard to providing the workplace with a positive environment. Such a clearly demanding task becomes more difficult still when incidents of bullying occur. The damaging effects of workplace bullying are often widespread. Victims obviously bear most of the brunt. But negative consequences do not stop there. The risk of harm to witnesses can be considerable. And as hostility, tension and unease take hold, organizational performance will suffer accordingly. This makes it even more imperative for HR personnel (HRP) to resolve the issue as quickly as possible. Decisive action will reduce the possibility of such future instances. However, the trouble is that the HRP remain uncertain of the best approach to tackle accusations of workplace bullying.Practical implicationsThe paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.Originality/valueThe briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

2017 Human Resource Management International Digest

doi: 10.1108/HRMID-04-2017-0063

PurposeThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsIt is hard not to look at the current retired classes without substantial envy. For those in the midst of their working life, they have ever-growing expectations of longer working lives and poorer pensionable ones. However, for those already retired, many have final salary pensions, windfalls from property sales and a long, relatively healthy retirement to look forward to. Generation X were told that they might be the last generation to expect higher incomes than their parents, but their Baby Boomer parents may be the last to enjoy a comfortable retirement.Practical implicationsThe paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.Originality/valueThe briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

2017 Human Resource Management International Digest

doi: 10.1108/HRMID-03-2017-0053

PurposeThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsSignificant differences were observed in the effectiveness of managers using task, relations and change capabilities. At top management, change-oriented capabilities become two to three times more important than at the lowest level. Task-oriented capabilities become significantly less important at the top level. Relations-oriented capabilities are important at all levels.Practical implicationsThe paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.Originality/valueThe briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

2017 Human Resource Management International Digest

doi: 10.1108/HRMID-04-2017-0068

PurposeThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsDiversity in the workplace is generally viewed in positive terms. Organizations can benefit enormously when people from different backgrounds bring different skills and different experiences to the table. However, diversity also has scope to be something of a double-edged sword. Difference is not always celebrated. Plenty evidence exists to show how it often gives rise to negative stereotypes that fuel and sustain prejudice. It is thus important to address these labels to negate their harmful effects. In a workplace environment, two forms of diversity are prominent. The overt surface-level type includes aspects such as age, race and sex. Less conspicuous characteristics like values and attitudes are features of deeper-level diversity. Both variants reflect differences between the generations at work.Practical implicationsThe paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.Originality/valueThe briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

2017 Human Resource Management International Digest

doi: 10.1108/HRMID-04-2017-0069

PurposeThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the paper in context.FindingsA research project in a Northern English city has revealed that workers with mental illnesses are far more likely to stay in employment when they receive assistance from job retention programs. A further benefit of the scheme was that retention staff helped workers to minimize the time they spent off work with depression. Even when the workers decided to leave their jobs, the retention workers helped them to negotiate better terms.Practical implicationsThe paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.Originality/valueThe briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

2017 Human Resource Management International Digest

doi: 10.1108/HRMID-04-2017-0071

PurposeThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsWhile many companies fear the risks of social media use and the dissemination of negative messages, they also acknowledge that its use is becoming increasingly widespread and inevitable, and that there are unquestionable benefits to its use, reaching a larger audience and building stronger dialogic relationships with both internal and external stakeholders.Practical implicationsThe paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.Originality/valueThe briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

2017 Human Resource Management International Digest

doi: 10.1108/HRMID-03-2017-0055

PurposeThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsPrevention and promotion foci were both observed among managers and differed per communication model. Managers who used dialogic models of communication were primarily promotion-focused and emphasized opportunities to improve stakeholder relations, while managers who used one-way models were primarily prevention-focused and highlighted the risks of social media (e.g. the risk of employees publishing messages that contradict corporate communication and confuse stakeholders). Social media governance differed depending on regulatory focus. In the prevention scheme, managers usually attempted to regain control by restricting social media to private use only, while in the promotion focus managers trained and facilitated employees for work-related social media use, to various extents.Practical implicationsThe paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.Originality/valueThe briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

2017 Human Resource Management International Digest

doi: 10.1108/HRMID-04-2017-0065

PurposeThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsThe concept of wellbeing is all the rage following the ravages of the Global Financial Crisis, and step-change in people’s view of work-life balance on the one hand and how enhancing employees’ contentment can increase productivity on the other. This, coupled with much-improved technology such as Skype, and greater access to super fast broadband means that connectivity across regions, countries and internationally has allowed many more workers to work from home regularly and maintain greater contact with family and friends. As a result, wellbeing is no longer viewed by firms as a luxury but rather a necessity.Practical implicationsThe paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.Originality/valueThe briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

2017 Human Resource Management International Digest

doi: 10.1108/HRMID-04-2017-0066

PurposeThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsIt is often stated that any organization’s most valuable asset is its workforce. Effective management of human capital is therefore crucial if the firm is to prosper. To this end, managers have an important part to play. A key feature of their role is to help entice, develop and retain talent. They additionally act as the company’s agent in establishing the psychological contract (PC) that is sometimes created between the employer and an individual worker. Psychological contracts reflect certain obligations the company makes to an employee. Managers act to facilitate these agreements that often involve both explicit and implicit pledges. Their profound understanding of the employer perspective makes them ideal for this function.Practical implicationsThe paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.Originality/valueThe briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.