University of Alabama at Birmingham

The Cambridge Encyclopedia of Hunters and Gatherers (review)

This paper aims to explore the role of workplace democracy in generating psychological capital, which is an inevitable paradigm for the contemporary organizations. The study also provides a conceptual framework which connotes the nexus between the two constructs.,The study is qualitative in nature and uses content analysis to identify the determinants of workplace democracy and psychological capital. Furthermore, the study used SPSS macro, i.e. PROCESS, a computational tool for calculating inter-coder reliability by using KALPHA, i.e. Krippendorff’s alpha reliability estimate (Hayes, 2013; Krippendorff, 2011).,The present study adds to the literature by signaling the dire need for building democratic workplaces and offers significant insights for the management and human resource practitioners to cultivate workplace democracy to build their employees’ psychological strengths, which in turn will result in enhanced organizational outcomes.,The present study brings attention toward the necessity for a shift in the generic organizational strategies and instigate organizations to nurture a democratic setup for developing employees’ psychological capital.

Workplace democracy and psychological capital: a paradigm shift in workplace

As a result of global economies' protectionist policies, followed by economic nationalism and a downturn, there is a shortage of talent with the requisite skills, knowledge, and abilities to meet the contingencies amid COVID-19. The recent developments have necessitated multinational businesses to manage their talent in a new international business context. Therefore, the purpose of this paper is to explore the implications of the “New Normal” for global talent which is manifested by economic nationalism and slowdown. This study used an inductive method to qualitative research, conducted in-depth interviews with 28 top executives from multinational corporations. The implications for the global talent emerged from the current study as skill enhancement based on the emerged business model; training and development pertinent to new responsibilities and activities; adaptability to changes in the macroenvironment; emphasis on employee proactivity, experimentation, and risk-taking; emphasis on hyperspecialization to take on contract positions; global talent needs to participate in remote learning; global talent must emphasize on mental health issues; and registering in talent exchange programs to fill talent skill shortages. 

“New Normal” implications for global talent in the wake of economic nationalism and slowdown

This research was an investigation triggered by an alarming history of expatriate failure, that is, in that expatriate did no complete their assignments and returned home prematurely. The research showed that very few factors were taken into account when recruiting and selecting expatriate workers, factors that contributed to an early termination of the foreign assignment. These factors include Cultural Intelligence, preparedness, failure to adapt, language barriers, homesickness, and not being able to bring family. Implications for future expatriate success would be to take said factors into account in all the preliminary stages of recruitment and selection, before sending expatriate workers on foreign assignments.

Identificar Estrategias Para Selecccionar Empleadores Expatriados

Management of today is relatively at liberty to concentrate on higher business issues, as the information age has bestowed them with advanced solutions of workforce management. This age is capitalizing on automated and integrated workforce management and optimization solutions. Not only has it eased the workforce management process but has also transformed the workforce management practices. It has transformed all the aspects of managing the complete workforce lifecycle. Workforce management has travelled a long journey. The enigmas of workforce management can be unfold by exploring the workforce management from the very beginning. What were the workforce management practices in preceding ages, how did they evolve? This paper analyses the four ages of civilization – hunter and gatherers (foragers), agrarians, industrial and information for workforce management functions with the lens of evolution. The paper intends to understand the evolutionary pattern of workforce management in order to align the practices in line with need of the day, and find a path to understand the future course, in approach and practice.

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Workforce Management Practices: Evolution through Ages

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Workforce Management Practices: Evolution through Ages