Human Resource Management International Digest 

About: Human Resource Management International Digest is an academic journal published by Emerald Publishing Limited. The journal publishes majorly in the area(s): Originality & Context (archaeology). It has an ISSN identifier of 0967-0734. Over the lifetime, 771 publications have been published receiving 5849 citations. The journal is also known as: Human resource management.

Women and the labyrinth of leadership

Abstract: Two decades ago, people began using the \"glass ceiling\" catchphrase to describe organizations' failure to promote women into top leadership roles. Eagly and Carli, of Northwestern University and Wellesley College, argue in this article (based on a forthcoming book from Harvard Business School Press) that the metaphor has outlived its usefulness. In fact, it leads managers to overlook interventions that would attack the problem at its roots, wherever it occurs. A labyrinth is a more fitting image to help organizations understand and address the obstacles to women's progress. Rather than depicting just one absolute barrier at the penultimate stage of a distinguished career, a labyrinth conveys the complexity and variety of challenges that can appear along the way. Passage through a labyrinth requires persistence, awareness of one's progress, and a careful analysis of the puzzles that lie ahead. Routes to the center exist but are full of twists and turns, both expected and unexpected. Vestiges of prejudice against women, issues of leadership style and authenticity, and family responsibilities are just a few of the challenges. For instance, married mothers now devote even more time to primary child care per week than they did in earlier generations (12.9 hours of close interaction versus 10.6), despite the fact that fathers, too, put in a lot more hours than they used to (6.5 versus 2.6). Pressures for intensive parenting and the increasing demands of most high-level careers have left women with very little time to socialize with colleagues and build professional networks--that is, to accumulate the social capital that is essential to managers who want to move up. The remedies proposed--such as changing the long-hours culture, using open-recruitment tools, and preparing women for line management with appropriately demanding assignments--are wide ranging, but together they have a chance of achieving leadership equity in our time.

Smart HR 4.0 – how industry 4.0 is disrupting HR

Abstract: This paper aims to highlight the importance of Smart Human Resources 4.0 (Smart HR 4.0) and its role as a catalyst in the disruption process in the human resource domain. This paper illustrates the advantages of Smart HR 4.0 in the HR domain by using the example of Credit Suisse, which has extensively used people analytics to reduce employee attrition.,The paper discusses the role of Smart HR 4.0 as a disruptor in the human resource domain. With the help of the Smart HR 4.0 conceptual framework, this paper illustrates how Smart HR 4.0 disrupts the talent on-boarding, talent development, and talent off-boarding process.,An organization would require a successful Smart HR 4.0 strategy to cope up with the challenges of Industry 4.0 transformation. Emerging technologies such as Internet-of-Things, Big Data, and artificial intelligence will automate most of the HR processes, resulting in efficient and leaner HR teams. Both organization structure and leadership style changes would be required for efficient Smart HR 4.0 implementation that would allow HR departments to play a more strategic role in the overall organization growth.,This paper contributes to the existing literature and body of knowledge in the HR domain by developing a Smart HR 4.0 conceptual framework. This paper discusses how Smart HR 4.0 acts as a catalyst in the disruption of talent ion-boarding, talent development, and talent off-boarding process with the help of emerging technologies and change in the employee generation.

Foundations of Human-resource Development (2nd ed.)

Abstract: - By the preeminent scholars in the field of HRD - The only comprehensive treatment of HRD theory and practice available - Written to be useful to established HRD professionals, beginners in the field, researchers, and students In Foundations of Human Resource Development, the leading scholars in the field present the essential guidebook for the human resource development (HRD) profession. Drawing on an extensive, rigorous knowledge base, Swanson and Holton bring together-for the first time in a single volume-the foundational materials of the profession. Their work is supplemented with contributions from Richard W. Herling, Sharon S. Naquin, Wendy E. A. Ruona, Richard J. Torraco, and Karen E. Watkins. Written to be useful for both experts and novices, this new book provides a much-needed, up-to-date overview of the state of the profession as well as the terminology and processes required for sound HRD practice and study. - Foundations of Human Resource Development: - Establishes the contribution of HRD to contemporary organizations - Presents the profession's essential theoretical foundations - Charts basic HRD models and processes - Furnishes a historical timeline of HRD events and key contributors - Demonstrates the connection between learning and performance - Presents the essence of personnel training and development - Presents the essence of organization development - Offers study questions for each chapter - Guides readers to the core literature of the HRD profession - Presents and unifies rival views of HRD.

Employee engagement is a two‐way street

Abstract: Purpose – The purpose of this paper is to highlight the significance of creating a retention‐rich organizational culture and discuss the drivers of employee engagement.Design/methodology/approach – The paper presents the personal view of the author, based on research findings and practical experience.Findings – The paper advances the view that finding and retaining talent are critical elements of an organization's ability to improve profitability, manage costs, grow by acquisition, innovate, develop new products and services, and discover new markets. Corporate cultures characterized by teamwork, pleasant working conditions, considerate treatment of employees, growth opportunities, flexible‐working practices, and good leadership and management practices foster employee engagement.Practical implications – The paper argues that, in today's competitive environment, companies need to acknowledge the importance of the manager in retaining employees.Originality/value – The paper illustrates why employee engagem...