Index
The Emerald Handbook of Work, Workplaces and Disruptive Issues in HRM
ISBN: 978-1-80071-780-0, eISBN: 978-1-80071-779-4
Publication date: 22 August 2022
This content is currently only available as a PDF
Citation
(2022), "Index", Holland, P., Bartram, T., Garavan, T. and Grant, K. (Ed.) The Emerald Handbook of Work, Workplaces and Disruptive Issues in HRM, Emerald Publishing Limited, Leeds, pp. 603-616. https://doi.org/10.1108/978-1-80071-779-420221062
Publisher
:Emerald Publishing Limited
Copyright © 2022 Peter Holland, Timothy Bartram, Thomas Garavan and Kirsteen Grant. Published under exclusive licence by Emerald Publishing Limited
INDEX
‘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
‘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
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
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
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
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
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
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
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
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
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
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
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
Zoom
, 468–469
- Prelims
- Introduction: Work, Workplaces and Human Resource Management in a Disruptive World
- Part 1 Human Resource Management Contexts and Practices
- Chapter 1 Human Resource Management in Emerging Economies
- Chapter 2 Employment Relations, Unionisation and the Future of Human Resource Management
- Chapter 3 Technology in Human Resource Functions: Core Systems, Emerging Trends and Algorithmic Management
- Chapter 4 Human Resource Management in Multinational Corporations
- Chapter 5 Human Resource Management in Small and Medium-Sized Enterprises
- Chapter 6 Human Resource Management, Innovative Work Behaviour, Incremental and Radical Innovation: Inspirational Vision or Aspirational Rhetoric
- Chapter 7 Human Resource Management, Leadership and Knowledge Management: Never the Twain Shall Meet
- Chapter 8 Sustainable Human Resource Management and Organisational Sustainability
- Chapter 9 Human Resource Management and Inclusive Workplaces
- Chapter 10 Human Resource Management Challenge to Innovate to Support Employees With Disability and Mental Health Challenges
- Chapter 11 A Balanced Approach to Wellbeing at Work
- Chapter 12 Sustainable HR Careers in an Era of Disruption: A Provocation
- Part 2 Human Resource Development Processes and Practices
- Chapter 13 Critical Human Resource Development: Challenges and Prospects
- Chapter 14 Leveraging Technology to Design and Deliver Human Resource Development
- Chapter 15 Human Resource Development, Professions and Precarious Workers
- Chapter 16 Wicked Leadership Development for Wicked Problems
- Chapter 17 Developing an International Workforce
- Chapter 18 Entrepreneurship Education and Training Programmes: A Lifespan Development Perspective
- Chapter 19 Human Resource Development, Careers and Employability in an Era of Disruption
- Chapter 20 Implicit Bias Training Is Dead, Long Live Implicit Bias Training: The Evolving Role of Human Resource Development in Combatting Implicit Bias Within Organisations
- Part 3 Emerging Issues for HRM and HRD
- Chapter 21 Global Human Resource Management in a Post-Pandemic World
- Chapter 22 The Ethics of Human Resource Management: An Impossible Position
- Chapter 23 Crisis, Risk and Human Resource Management
- Chapter 24 Work Time, Place and Space in the ‘New Normal’
- Chapter 25 Human Resource Management and the Rise of Social Media
- Chapter 26 Electronic Monitoring and Surveillance: The Balance Between Insights and Intrusion
- Chapter 27 Employee Voice and Silence in the Digital Era
- Chapter 28 When Employees Speak Up: Human Resource Management Aspects of Whistleblowing
- Chapter 29 The Corrosive Workplace: The Human Resource Management Challenge
- Chapter 30 Emerging Forms of Discrimination in the Workplace: The Rise of Neo-Discrimination
- Chapter 31 The Dark Triad and the Significant Role of Human Resource Management
- Conclusion: Work, Workplaces and Human Resource Management in Times of Disruption
- Index