‘About Not Predicting the Future’ (Holland)

, 597–598

Absenteeism

, 558–559

Academics

, 3

Academy of Human Resource Development (AHRD)

, 243

Accenture

, 50, 183

Action learning

, 350

Action-oriented approaches

, 350

Active anti-racism

, 382

Activism

, 254–255

Activity-based working (ABW)

, 470

Adornment discrimination

, 574–575

Advanced market economics (AMEs)

, 189–190, 417, 493, 513, 550–551, 583–584, 598

Advanced technologies

, 52–54

Advocating

, 247

Africa–China socioeconomic relationship

, 21

Afro-Asian Nexus in HRM

, 20–24

Agile approach

, 470–471

Agile working

, 470

‘Algorithmic control’ framework

, 57

Algorithmic management

, 55–56

implications

, 58–59

in practice

, 56–57

Alibaba

, 17–18

Alibaba Group

, 182–183

Amazon

, 499–500

Amazon Mechanical Turk

, 56

American business system

, 70

Analytical HRM

, 95–96

Appearance discrimination

, 572–575

Appearance-based biases

, 572

Apple

, 118–119

Applicant tracking system (ATS)

, 50–51

Applied sustainable HRM

, 153–154

Artificial intelligence (AI)

, 3, 15, 49–50, 113–114, 225, 262, 277, 368–369, 420, 425–426, 440, 493, 504–505

Assigned expatriates (AEs)

, 402–403

Association of Business School (ABS)

, 88

ASTD Competency Model

, 326

Attractiveness discrimination

, 572–573

Augmented reality (AR)

, 49–50, 54

Augmented reality

, 268

Australian 7-Eleven example

, 428

Authentic leadership

, 132

Automation of intelligent or knowledge work

, 113–114

Autonomous cars

, 113–114

Balanced approach

, 212–213

Belongingness theme

, 181–182

Best Companies Award

, 291

Big data

, 49–50

Biometric data

, 503–504

Biometric technology

, 501

Black Americans, minority issues for

, 176–177

‘Black hole’ HRM

, 417

Black Lives Matter movement (BLM movement)

, 249, 253–254

‘Bleak house’ HRM

, 417

Blockchain technology

, 49–50, 53–54

Bossware

, 251

BRICS countries

, 19–20

Bubble economy

, 72

Build back better

, 161–162

Business plan preparation

, 350

Business Skills

, 326

C-Suite

, 226, 229–230, 234

Capability Approach

, 311–312

Capitalism

, 29–30

changing nature

, 35–36

Careers

, 367–368

development agenda

, 370, 374–375

Changing

, 246–247

Chartered Institute of Personnel and Development (CIPD)

, 15–16, 43–44, 49, 154, 229, 305

Chartered Management Institute

, 305

Chief HR officers (CHROs)

, 229–230

China, HR in

, 71–72

Chinese MNCs

, 22–23, 71–72

Climate change

, 2, 149

Cloud computing

, 3

Coalition building

, 254–255

Collective bargaining

, 33–35

Collective regulation

, 29

Commitment

, 196–197

Commodification

, 247–248

Common Good HRM approach

, 149

Communication

, 371–372

and HRM strength for employees’ wellbeing at work

, 216–218

Comparative HRM (CHRM)

, 69

barriers to

, 247–253

Competence

, 372

Competencies required for L&D professionals in global context

, 325–327

Competitiveness

, 519

Complementary fit

, 138

Compliance

, 537–539

Conceptual proximity

, 23

Contemporary ethical dilemmas in HRM

, 420–428

Context-contingency approach

, 20–24

Contextual influences

, 225

Continual professional development (CPD)

, 288–289

Control

, 423–425

Convergence

, 73–74

theory

, 323–324

Conversational intervention

, 254–255

Coordinated market economy (CME)

, 74

Core HR systems

, 50–52

Coronavirus Job Retention Scheme

, 40–41

Corporate communications

, 481–482

Corporate environmental performance

, 152–153

Corporate ethic virtue model

, 541

Corporate misbehaviour

, 436

Corporate narcissists and leadership

, 586–587

Corporate professionalism

, 278

Corporate psychopath

, 583–584

emergence

, 583

and leadership

, 584–585

Corporate social responsibility (CSR)

, 149–150, 191–192

Corporate sustainability discourse

, 161–162

Corrosive workplace

, 553

Dark Satanic Mill Organisation

, 552

dark side of work

, 549–552

outcomes

, 557–559

role of HRM

, 559–561

signs and factors

, 554

timeless office

, 552–553

workplace violence

, 553–557

Cost reduction

, 463

Counterproductive work behaviour (CWB)

, 581, 589

Counterproductivity of intrusive EMS

, 497–500

‘Countervailing power’ of worker voice

, 35

COVID-19

, 67

impact on learning and development in MNCs

, 327–329

outbreak

, 161

pandemic

, 3, 14, 111, 245, 367–368, 399–400, 598

Create, curate or contract (3Cs)

, 273

Crime Survey for England and Wales (CSEW)

, 555

Criminal psychopaths

, 583–584

Critical human resource development (CHRD)

, 243–244, 246

critical interventions

, 254–255

translating theory into practice

, 246–247

Critical interventions

, 254–255

Critical management scholars

, 440–441

Critical race theory

, 250–251

Critical workplace education

, 246

Cronbach’s alpha

, 571

Culture

, 74, 158, 318–319

building

, 213–215

Customisation of L&D in global context

, 322–325

Cybervetting

, 482–483

of employees

, 484–485

of employers

, 485–486

of job applicants

, 483–484

Dark Satanic Mill Organisation

, 552

Dark triad

, 581–583

Data governance

, 55

Data safety

, 500–503

Deceit

, 426–428

Deep learning global network platforms

, 3

‘Deficit’ approach

, 93–94

Deliveroo

, 56

Deloitte

, 320, 517–518

Demographic change

, 2

Dependent Variable (Dv)

, 305

Deregulation

, 425–426

Deutsche Bank

, 193

‘Developing people’ approach to HRD

, 285

‘Developing resources’ approach to HRD

, 284

Development culture

, 115

Developmental bundle

, 371

Diagnostic and Statistical Manual of Mental Disorder (DMS-5)

, 586

Dialogical contextualism

, 24

‘Dieselgate’ scandal

, 442

Digital economy

, 251

Digital games

, 320

Digital literacy

, 372

Digital readiness of emerging economies

, 17

Digital skills

, 329

Digital surveillance

, 251

Digital Taylorism

, 59

Digital technology

, 3

Digital transformation (DX)

, 263–264

Digital workplace

, 265–267

Digitalisation

, 49

Disability

, 189

in workplace

, 189–190

Discrimination

, 178–180, 388–390, 568

Disruption

, 1, 225

implications of

, 597

Distancing

, 426

Divergence

, 73–74

theory

, 324

Diversity

management

, 171, 178, 180, 190–191

wider implications for

, 575–576

Diversity and inclusion (D&I)

, 182–183

Dominance effects

, 75

Dominant organisational leadership paradigm

, 304–305

Double labour

, 178

Dow Chemical Company

, 157–158

Duality of HRM

, 418–420

Dynamic fit

, 139

E-Learning

, 267–268

Eater, Sin (HRM)

, 442–444

Eco-careerist

, 154–155

Education system

, 356

Electronic human resource management (e-HRM)

, 17, 49–50, 52

practices

, 477–482

Electronic monitoring and surveillance (EMS)

, 493–494, 504–505

case for insights

, 494–497

in practice

, 494–505

risks of intrusion

, 497–505

Emancipatory action learning

, 246, 253–254

Emancipatory projects

, 246

Emerging economies

employment standards

, 14–18

HRM in

, 13–14, 18

technological disruption

, 14–18

Emerging technologies

, 52–54

Employability

, 370, 374–375

management paradox

, 371

Employee assistance programmes (EAPs)

, 194, 560

Employee development

, 560

Employee eProfiles

, 267

Employee recognition schemes

, 157–158

Employee silence

, 514–515

Employee voice

, 480–481, 513–514

and perspectives

, 100–101

in sustainable HRM

, 159–161

Employee wellbeing

, 208–209

communication and HRM strength for employees’ wellbeing at work

, 216–218

employers’ and employees’ views on

, 210–211

HRM trends for employee wellbeing at work

, 210

implementation dilemma

, 211–212

Employers

analysis mean for

, 41–43

branding purposes

, 481–482

effects

, 35–36

Employment

, 190, 516–517

discrimination

, 567–568

relationship

, 31–32

standards

, 14–18

Employment relations

, 29, 37–38, 94–95

effects

, 35–36

role of state in setting ‘rules of the game’ of

, 32–33

Enactment

, 136–137

Energy, use of

, 2

English skills policy failure

, 41–43

Entrepreneurship education and training programmes (EETPs)

, 335–336

capabilities

, 351–352

classifying

, 342–352

context

, 343

differences

, 344–348

entrepreneurial performance

, 352

entrepreneurial status

, 352

key findings

, 337–341

learning objectives

, 349

mindsets

, 351

multiple levels of context and

, 356–357

outcomes

, 351–352

participants

, 349

programme characteristics

, 350

research on EETPs across lifespan

, 352–356

researching EETPs and practice implications

, 357–358

Environmental factors

, 55

Environmental justice

, 151–152

Environmental management

, 152–153

Environmental management systems (EMS)

, 156

Environmental sustainability

, 149–150

in organisations

, 152–153

Equality

, 520–523

Equality, wider implications for

, 575–576

Ethical culture

, 539–540

Ethical leadership

, 132

Ethics deficit

, 418–420

Ethics of human resource management. See also Comparative HRM (CHRM)

, 415, 418, 420

contemporary ethical dilemmas in HRM

, 420–428

evolution of HRM

, 415–418

insecurity and risk

, 421–423

surveillance, control and privacy

, 423–425

Ethnic diversity

, 171

Ethnic minorities at work

, 175–178

Ethnocentric management approach

, 68

European Trades Union Confederation (ETUC)

, 281–282

European Union (EU)

, 34–35, 533–534

Evidence-based HRM (EBHRM)

, 494

Evidence-based management (EBM)

, 494

Expatriate international workforce

, 317

Expatriates

, 401–404

assigned

, 402–403

Expatriation

, 402

Experiential learning

, 267, 350

theory

, 285

Experimental exploration stage

, 354

Expert labour

, 279–281

Externally driven stage

, 353–354

Facebook

, 483–484

Factories Act 1948

, 72–73

Fair Work Ombudsman (FWO)

, 427

Fairness

, 520–523

Family

, 356

Financial performance

, 150

Financialisation

, 35, 37–38

Financialised capitalism

, 35, 38

shape unions, HR and future of employment relations

, 39–41

Fingerprint patterns

, 503–504

Fitbit

, 501–502

Fiverr

, 56

Flexible global working arrangements

, 77

Fluidity of work location

, 460

Fordism

, 70

Foreign direct investments (FDI)

, 71–72

Formal learning

, 262

Four Pillars Gin Distillery

, 422–423

Fourth Industrial Revolution

, 1, 303, 368–370

Framing

, 389–390

Frequent travellers

, 404–405

Frontline managers (FLMs)

, 213

knowledge, skills and abilities

, 215–216

Function creep

, 500–503

Gender diversity

, 171

General training

, 120–121

Generation X

, 272–273

Geocentric management approach

, 68

German business system

, 71

Germany, HR in

, 71

Gift certificates

, 157–158

Gig economy

, 263, 277, 518–519

Gig organisations

, 57

Gig work

, 56–57

Glassdoor

, 486

Global economic recovery

, 264–265

Global leadership

, 132

Global Mindset

, 326

Global pandemics

, 3, 149

Global staffing, evolving nature of

, 76, 78–79

Global trends

, 225

Globalisation

, 2, 68

Google Classroom

, 267–268

Google walkouts

, 254–255

Green HRD

, 252–253

Green HRM

, 150, 158

Green recruiting practices

, 154–155

Grounded approach

, 92

Guanxi

, 22–23

Hand Sanitiser

, 422

‘Hard’ HRM

, 418, 425

Hawthorne studies

, 416

Headquarters (HQ)

, 323

Health and safety

, 463

Healthy Working Lives Award

, 291

Height discrimination

, 573–574

Hidden expatriates

, 403

High Performance Work Systems (HPWS)

, 92–93, 115, 209, 599

High-commitment work systems (HCWSs)

, 116–117

High-performance work practices (HPWPs)

, 93–94

High-status migrants

, 406

Higher education

, 268–269

HireVue

, 56

Home-based teleworking

, 461

Homeworking

, 15

Host country effects

, 76

Host country nationals (HCNs)

, 22, 76

HP

, 517–518

Huawei

, 17–18

Human assets

, 435

Human Capital Theory

, 284

‘Human relations’ style management practices and policies

, 70

Human resource (HR)

, 4, 111, 149, 162, 225, 415, 493, 549

analytics

, 54–55

core HR systems

, 50–52

effects

, 35–36

factor

, 589–592

function, policy and practice in MNCs

, 69–73

functions

, 15

managers

, 30–31

managers

, 568–570

policies

, 252–253

process and implementation

, 99–100

profession

, 435

roles

, 227–230

strategy and culture change

, 197–198

technology in

, 49–50

Human resource analytics (HRA)

, 49–50

Human Resource Development (HRD)

, 3–4, 87–88, 198, 243, 261–262, 277, 367–368, 370, 374, 597

call to action

, 294–295

and CPD

, 288–289

emerging issues for

, 6–8

evolving role

, 391

implications for

, 273–274

implications for future research

, 374–375

implications for practice

, 375–376

links between HRD theory and practice developments

, 287–288

in organisations

, 368

in practice

, 285–288

practitioners and scholars

, 382

and precarious work

, 289–294

processes and practices

, 5–6

reflexivity

, 246

in theory

, 284–285

and workforce education on lived experience workers

, 198

Human resource information systems (HRIS)

, 49–50, 52, 426–427

Human Resource Management (HRM)

, 1, 29, 37–38, 67, 87–88, 111, 129, 149, 171, 189, 207, 323–324, 399, 415, 435, 477, 493, 513, 533–534, 549, 581, 597

Afro-Asian Nexus in

, 20–24

approaches and need for innovative thinking

, 191–193

BRICS countries and

, 19–20

bundles

, 115–116

changing context affect

, 38–39

compliance vs.

, 537–539

contexts and practices

, 4–5

in crisis snapshot

, 447–450

developing contextually sensitive understanding of HRM in SMEs

, 94–98

digitalisation

, 49–50

dimensions

, 1–3

in emerging economies

, 13–14, 18

emerging issues for

, 6–8

evolution

, 415–418

evolution of HRM in MNCs

, 67–69

function and whistleblower retaliation

, 541–543

implications for

, 272–273

implications for future research on HRM in SMEs

, 98

implications for HRM practice

, 141–142

and innovation

, 114–121

interactions to enhance HRM scholarship

, 135–139

losing our religion

, 438–442

philosophy and culture building

, 213–215

practices

, 3–4

professionals as recipients and question of loyalty

, 540–541

researching HRM through interactions with leadership and KM

, 139–141

scholars

, 567

strengths and weaknesses of domains

, 130–132

trends for employee wellbeing at work

, 210

and wellbeing

, 208–209

and Whistleblowing

, 535–536

Human resource professionals (HRPs)

, 437–440

Human sustainability

, 245

Humans Relations School

, 426

Hybrid approach

, 470–471

IBM

, 50–51, 517–518

Immersive technologies

, 267–268

Implicit association test

, 381, 383–384

Implicit bias

, 381–383

adapting to local culture and biases

, 391–392

and discrimination

, 388–389

future of

, 391

improving implicit bias training

, 389–391

individual

, 392

source

, 384–388

training

, 381–382

Implicit cognition

, 381, 383

In-group favouritism

, 387–388

Inclusion

, 171, 180, 182

exemplars

, 182–183

wider implications for

, 575–576

Incremental innovation

, 112–114, 117–118

Independence

, 136

Independent Variable (Iv)

, 305

India, HR in

, 72–73

Indigeneity

, 23–24

Indigenous employees, minority issues for

, 177–178

Indigenous peoples

, 175–176

Individual factors

, 55

Individual resilience

, 329

Industrial or employee relations (IR/ER)

, 514

Industrial revolution

, 263–264

Industrial robots

, 15–16

Industry Knowledge

, 326

Informal learning

, 320–321

Information and communication technologies (ICT)

, 14–15

Information technology (IT)

, 50

Innovation

, 112, 114

future research opportunities

, 121–122

HRM and

, 114–121

outcomes

, 112–114

Innovative behaviour

, 112–114

Innovative work behaviour (IWB)

, 112–113

Inpatriate international workforce

, 317

Insecurity

, 421–423

Insight

, 505–506

Institute of Leadership and Management

, 305

Institutional logics

, 98–99

Institutions of labour market regulation

, 40

Integrated HR risk management and mitigation

, 445–451

Integration of areas and staged development process

, 198–199

Interdependency

, 226

Internal social media platforms

, 481

Internal talent marketplace

, 50–51

International business travelers. See Frequent travellers

International commuters

, 405

International human resource development (IHRD)

, 317

International Human Resource Management (IHRM)

, 67–69

International integration

, 75–76

International Labour Organisation (ILO)

, 371–372, 467

International workers

, 400–401

International workforce. See also Lived experience workforce

, 317

competencies required for L&D professionals in global context

, 325–327

impact of COVID-19 on learning and development in MNCs

, 327–329

implications

, 329–330

learning and development across culture

, 321–322

new paradigms of learning and development at international context

, 319–321

standardisation vs. customisation of L&D in global context

, 322–325

Internet

, 113–114

Internet of Things (IoT)

, 49–50, 54, 264

Interpersonal Skills

, 326

Interventions, range of

, 390–391

Intrusion

, 505–506

Invisible web profile

, 504–505

Irish Institute of Training and Development (IITD)

, 229

Japan, HR in

, 72

Job creation

, 157

‘Just transition’ approach

, 160–161

Justice, equity, diversity and inclusion (JEDI)

, 244–245, 254–255

Keyloggers

, 251

Knowledge acquisition

, 269

Knowledge creation

, 269

Knowledge economy

, 278–279

Knowledge management (KM)

, 129

researching HRM through interactions with

, 139–141

strengths and weaknesses of domains

, 133–135

Knowledge-based view (KBV)

, 134

KSAs

, 120

Labour markets

, 368–370

Leader emotional support

, 560–561

Leader–member exchange theory

, 51–52

Leadership

, 129, 158, 584–585

researching HRM through interactions with

, 139–141

strengths and weaknesses of domains

, 132–133

Learning

, 246–247, 266

intervention

, 254–255

to learn

, 371–372

Learning and development programmes (L&D programmes)

, 156, 317–318

competencies required for L&D professionals in global context

, 325–327

impact of COVID-19 on learning and development in MNCs

, 327–329

across culture

, 321–322

new paradigms of learning and development at international context

, 319–321

standardisation vs. customisation of L&D in global context

, 322–325

Learning management systems (LMS)

, 267–269

Legacy-making stage

, 355–356

Legitimacy crisis

, 441–442

Leveraging technology

, 261

background and emerging key issues

, 262

complex landscape of evolving technologies in digital workplace

, 262–263

e-Learning and immersive technologies

, 267–268

implications for HRM/D

, 272

industrial revolution and digital transformation

, 263–264

pandemic and global economic recovery

, 264–265

technology for HRD design and delivery

, 265

workplace learning analytics

, 268–272

LGBTI employees

, 521

Liberal Market Economies (LMEs)

, 29, 74

LinkedIn

, 56, 483–484

Lived experience workforce

, 194

benefits and challenges

, 194–196

employing and developing lived experience employees

, 196

reflections and future development

, 199–200

Local HRM

, 30

Localisation

, 73–76

Longevity

, 226

Low-status migrants

, 407

M-Pesa

, 18

Machiavellian

, 587–589

defining

, 588

emergence

, 587–588

and leadership

, 588–589

Machiavellianism

, 581, 588

Machine learning (ML)

, 3, 225, 277

Managerial integrity

, 426–428

Managerialism

, 249

Māori

people

, 177–178

professionals

, 178

‘Mates in Construction’

, 195

‘Mates in Mining’

, 195

Maximising shareholder value (MSV)

, 150

McKinsey Institute

, 367–368

Mental health

, 189

employing and developing workforce with lived experience of mental health issues

, 194

Metanarratives

, 250–251

Metaverses

, 233–234

Microsoft

, 517–518

Microsoft Teams

, 468–469

Middle-status migrants

, 406

Migrants

, 405–407

high-and middle-status

, 406

low-status

, 407

Millennials

, 272–273

Mimetic isomorphism

, 36

Moderator Variable (Mv)

, 305

Monitoring

, 493

Moodle

, 267–268

Morality of loyalty

, 540

Motivational crisis

, 441–442

MTurk

, 519–520

Multi-stakeholder approach

, 152

Multinational Corporations (MNCs)

, 17, 21–22, 36, 67, 317

impact of COVID-19 on learning and development in

, 327–329

evolution of HRM in

, 67–69

future directions

, 79–80

HR function, policy and practice in

, 69–73

managing MNC operations

, 76–79

standardisation vs. localisation

, 73–76

Narcissism

, 581, 586

Narcissists

, 582–583, 586–587

Nascent stage

, 353

Nation-state censorship

, 262

Neo-discrimination

, 568

appearance discrimination

, 572–575

human resource managers

, 568–570

unconscious bias

, 570–572

wider implications for equality, diversity and inclusion

, 575–576

Nestle

, 50–51

Netflix

, 55–56

New Normal

, 466–471

Newness

, 112–113

Novartis

, 50–51

Novo Nordisk

, 157

Occupational forces

, 232–233

Omnipresence of EMS

, 500

Online learning

, 328

Operational e-HRM

, 50–51

Opportunistic intervention

, 254–255

Oppression

, 248–250

Organisation, new forms of

, 368–370

Organisation development (OD)

, 291–292

‘Organisation first’ approach

, 294–295

Organisation health

, 245

Organisational behaviour (OB)

, 514

Organisational citizenship behaviours (OCBs)

, 497–498

Organisational factors

, 55

Organisational learning theory

, 285

Organisational level transformational leadership

, 132

Organisations

, 463

Organising

, 246–247

Orwellian

, 501

Paid vacations

, 157–158

Pandemic

, 264–265, 424–425

Parent country nationals (PCNs)

, 76

Participation

, 269

Peer workforce. See Lived experience workforce

Perceptual filters

, 139

Performance management

, 157

Performance management systems (PMS)

, 157, 436

Performativity

, 248

Perlmutter and Heenan’s framework

, 323

Person-led approach to HRD practice

, 287

Personal Skills

, 326

Personalised learning opportunities

, 320

Personalities at work

, 589

Personnel function

, 72–73

Personnel Management

, 416

Personnel Manager

, 416

Phenomenon-based approach

, 446–451

Physical working environment

, 463

Place

, 457, 466, 471

Platform economy

, 518

Political economies of emerging economies

, 14

Polycentric management approach

, 68

Positive biases

, 390

Post-pandemic sustainable HRM

, 162–163

Post–Celtic Tiger recession

, 234

Practitioner-focused organisations

, 305

Precarious work

, 278, 282, 288, 294

changing nature of work

, 278–279

precarious employment

, 281–282

‘Precarious’ workers

, 277

Presenteeism

, 558–559

Privacy

, 423, 425, 502–503

Pro-Environmental Behaviour (PEB)

, 158–159

Problem-solving

, 371–372

Procter and Gamble

, 50–51

Profession occupations in United Kingdom

, 280

Professional profiles

, 479

Professional work

, 278, 282, 288, 294

changing nature of work

, 278–279

expert labour and

, 279–281

Professional workers

, 277

Professionalisation

, 199–200

Prognosticators

, 3

Psychological perspectives of, and to, leadership

, 305–306

Psychopaths

, 582–583

Psychopathy

, 581

Puppet Master

, 585

Purpose-driven stage

, 355

Qantas

, 421–422

Quadruple bottom line

, 149

Radical innovation

, 112–114, 118–119

Radio-frequency identification (RFID)

, 496

Rational loyalty

, 541

Recruitment

, 154, 156, 478, 480–482

Reduce, reuse, recycle, redesign, renew and re-educate (six Rs)

, 252–253

Refugees

, 407–408

Relational e-HRM

, 50–51

Remote workforce

, 486–487

Remote working

, 460–461

impacts

, 461, 464, 467, 469

Resilience

, 226

Resource orchestration theory (ROT)

, 93–94

Resource-based view (RBV)

, 131

Retention-based HRM strategies

, 137–138

Return on investment (ROI)

, 54–55

Reward

, 444–445

management

, 157–158

Rhetoric

, 426–428

Risk

, 421, 423, 444–445

of intrusion

, 497–505

literature

, 446

management

, 439, 484

mitigation

, 444–445

Robotics

, 3

Sakai

, 267–268

Saudi Vision 2030

, 90–91

Selection

, 154, 156, 478, 480

Self-and opportunity-oriented stage

, 354–355

Self-directed learning theory

, 285

Self-initiated expatriates (SIEs)

, 403–404

Self-learners

, 320

Sense of belonging

, 181

Sensors

, 54

Service leadership

, 132

7-Eleven, case of wage theft at

, 427–428

Shell

, 320

Short-term assignments (STAs)

, 404

Silence

, 513

darker form

, 515

Situational Factors

, 67–68

Small and medium enterprises (SMEs)

, 36, 50, 87–88

characteristics and determinants in

, 92–94

definitional parameters and respective HR challenges and implications

, 97

developing contextually sensitive understanding of HRM in

, 94–98

empirical and ideological neglect of

, 88–90

employee voice and perspectives

, 100–101

and future of work

, 101

HR process and implementation

, 99–100

implications for future research on HRM in

, 98

institutional logics

, 98–99

significance and definition

, 90–92

Smart glasses

, 54

Smart Manufacturing

, 15–16

SmartCap

, 502–503

‘SME Masterplan’

, 90–91

Social Exchange Theory (SET)

, 51–52, 582

Social identity theorists

, 385

Social Identity Theory

, 384–385

Social justice

, 226, 246

Social media

, 477

controversial social media use

, 482–486

and eHRM practices

, 477–482

and employment

, 517

new paradigm of

, 516–517

and remote workforce

, 486–487

Social Network Analysis

, 269

Social support

, 560

Social sustainability in organisations

, 152–153

Societal and cultural context

, 357

Sociological perspectives of, and to, leadership

, 305–306

‘Soft’ HRM

, 418, 425

Space

, 457, 466, 471

Speak-up systems

, 536–537

Specific training

, 120

Spotify

, 55–56

Stakeholder Interests

, 67–68

Standardisation

, 73–76

Standardisation of L&D in global context

, 322–325

Strategic human resource management (SHRM)

, 440–441

Strategic lawsuit against public participation (SLAPP)

, 542

Structured silence

, 516, 520, 523

Substitutes for leadership

, 132

Supplementary fit

, 137–138

Supply chains

, 264–265

Surveillance

, 251–252, 423–425, 493

Sustainability

, 150–153, 157, 225

Sustainable career

, 225–226

Sustainable development

, 150–151

Sustainable Development Goals (SDGs)

, 291, 293–294

Sustainable HR

context

, 232–234

person

, 230–232

practices

, 154

pro-environmental behaviours and

, 155

roles

, 230–235

strategy

, 158–159

time

, 234–235

Sustainable HRM

, 20, 149–152

applied sustainable HRM

, 153–154

development

, 150–152

emerging issues in

, 159

employee voice in

, 159–161

learning and development

, 156

nature of environmental and social sustainability in organisations

, 152–153

performance management and sustainability

, 157

in post-pandemic world

, 161–163

recruitment and selection

, 154–156

reward management

, 157–158

Synergistic fit

, 138

System-led approaches to HRD practice

, 286–287

Talent development (TD)

, 291–292

Talent management

, 50–51

TalentLMS

, 267–268

Task/instructor-led HRD practice

, 286

Tattleware

, 251, 424, 552–553

Tay (Twitter bot)

, 426

Taylorisation

, 458–459

Taylorism

, 70

Teamwork

, 371–372

Technological disruption

, 14–18

Technological factors

, 55

Technology

, 3, 368, 370

advanced and emerging technologies

, 52–54

algorithmic management

, 55–59

core HR systems

, 50–52

HR analytics

, 54–55

HR technology and employee experience

, 50

for HRD design and delivery

, 265

in human resource functions

, 49

Technology Literacy

, 326

Teleworking

, 459–461

Tencent

, 17–18

Third country nationals (TCNs)

, 76

Tiktok

, 17–18

Time off from work

, 157–158

Timeless office

, 552–553

Top Employers Award

, 291

Trade Union Act 1926

, 72–73

Trade Union Council (TUC)

, 160

Trade unionism

changing context affect

, 38–39

decline of

, 33–35

Trade unions

, 29–30, 33–34

Training

, 29–30, 119–120, 156, 198, 371

Transfer of HRM practices in MNCs

, 74–76

Transformational e-HRM

, 50–51

Transformational leadership

, 158–159

Transport Workers Union (TWU)

, 421–422

Triple bottom line (TBL)

, 149

Trust

, 582

Twenty-first century technology

, 516

Uber

, 56

Ubuntu

, 23

UK Institute of Personnel Management (IPM)

, 416–417

Unconscious bias

, 570–572

Unified theory of acceptance and the use of technology (UTAUT)

, 51–52

Unilever

, 50–51, 320

Uniqueness theme

, 181–182

United Kingdom

, 30–31, 40–41

profession occupations in

, 280

trade union membership and influence in

, 34

United Nationals Sustainable Development Goals (SDGs)

, 150–151

United States, HR in

, 70

Universalism composition fallacy

, 89–90

US-centric model of HRM

, 73–74

Varieties of capitalism (VoC)

, 74

Vault

, 486

Virtual HRM/D

, 265–267

Virtual human resource development (VHRD)

, 261, 266

Virtual learning

, 320, 327

Virtual reality (VR)

, 49–50, 54, 262, 268

Virtual work

, 518–520

Voice

, 516, 518, 520

Volatility, uncertainty, complexity and ambiguity (VUCA)

, 14, 289, 303, 327, 421

Volkswagen Audi Group (VAG)

, 442

Waves of creative destruction

, 113–114

Wearable technology

, 54

WeChat

, 15–18

Weight discrimination

, 573–574

Wellbeing

, 207–208

balanced approach

, 212–213

challenges

, 210–212

employee

, 208

HRM and

, 208–209

Wells Fargo’s Go for Gr-eight cross-sell strategy

, 436

Whistleblowers

, 533–535

Whistleblowing

, 533–535

ethical culture and HRM

, 539–540

HRM and

, 535–536

HRM function and whistleblower retaliation

, 541–543

HRM professionals as recipients and question of loyalty

, 540–541

HRM vs. compliance

, 537–539

speak-up systems

, 536–537

Wicked leadership

, 303

dominant organisational leadership paradigm

, 304–305

implications for theory and practice

, 311–312

next steps and research directions for wicked leadership development

, 306–312

psychological and sociological perspectives of, and to, leadership

, 305–306

Wicked Problems

, 303

Wisdom of crowds

, 517–518

Women in work

, 171–174

Work

, 1, 367–368, 597

changing places and spaces of work

, 469–470

dimensions

, 1–3

ethnic minorities at

, 175–178

fluidity of work location

, 460

future of

, 368–370

gradual change in patterns of

, 457–460

hybrid and agile modes of work

, 470–471

location and pandemic

, 464–466

meaning

, 190

remote working

, 460–461

time

, 457, 466, 471

women in

, 171–174

Worker silence

, 520

Workers with intellectual disabilities (WWID)

, 190–192

ethical management

, 192–193

skills, abilities and aspirations

, 193

support

, 192

‘Workers’ collectivisation

, 30

Working at home

, 462

Working class

, 38

Working from home (WFH)

, 424, 493, 513, 523

Working organisation

, 356–357

Work–life programmes

, 560

Workplace

, 1, 458–459, 597

dimensions

, 1–3

disability in

, 189–190

discrimination

, 179–180

diversity

, 180–181

electronic monitoring

, 424–425

surveillance

, 423

sustainability

, 158

violence

, 553–557

vulnerabilities

, 253

Workplace learning analytics (WPLA)

, 265, 268–272

Workplace pro-environmental behaviour (WPEB)

, 152–153

World Development Bank

, 281

World Health Organisation (WHO)

, 161, 422

XOEye glass

, 501

Zoom

, 468–469