Order ID:89JHGSJE83839 | Style:APA/MLA/Harvard/Chicago | Pages:5-10 |
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Managing the Process of Employee Resilience Development
There is a strong role that organisation can play in managing the process of employee’s resilience development in the face of disruptive events (Coutu, 2002; Luthans, 2002a, 2002b). Drawing on psychological theories including Bandura’s (1982) work on self-efficacy, as well as Seligman’s (2002) work on learned opti- mism, studies in the more conventional domestic context have suggested that individuals have very different mechanisms in handling unexpected challenges (Gray, 1987), or anything in between. Luthans (2002a, 2002b) have found that it is those with strong psychological strength who are more able to cope successfully in the face of significant adversity or risk, and to take up responsibilities and bounce back from such situations. Such findings have serious IHRM implications in terms of recruitment, training and supports. It implies that MNEs would need to develop a rigorous selection process involving the considerations of certain traits and capabilities that are most likely to reflect on an expatriate’s level of resilience when arrived in the host location. At the same time, it points to the importance for MNEs to offer relevant organisational training and supports (c.f. Coutu, 2002)
Despite this, research on unstable and unpredictable contexts on business and HRM remain relatively scarce and scattered across disciplines (Oh & Oetzel, 2011). In particular, whilst the specificities of these contexts have been explored through the literature of disaster and crisis management (Boin & Lagadec, 2000; Pearson & Mitroff, 1993; Quarantelli, 1988; Ritchie, 2004), from the operational side through the literature on global project and supply chain management (Lin Moe & Pathranarakul, 2006; Richey, 2009; Van Wassenhove, 2006), public relations and communication (Guth, 1995; Jaques, 2007; Regester & Larkin, 2008), manag- ing customers’ flows and expectations (Elliott, Harris, & Baron, 2005; Oloruntoba & Gray, 2009), the people management side of crisis and volatility have not been the research focus. The lack of research on the IHRM issues relating to these crisis, disasters and conflict is disappointing since there is a growing consensus that the threat posed by these situations is growing. It is also disappointing because of the increased acknowledgement that the successful management of international human resources is a major determinant of success or failure in international business (Tung, 1984).
1368 G. WOOD ET AL.
As a key journal to the field, the International Journal of Human Resource Management (IJHRM) has been the leader in terms of investigating how IHRM is shaped by the contextual specificities. It has published some key articles that are relevant to this special issue, including Lee and Reade (2015), Jia and Zhang (2012), Merlot and De Cieri (2012), Zhang, Jia, and Gu (2012), Zagelmeyer, Heckmann, and Kettner (2012) and Kamoche (2003). This special issue intends to build on this previous work, by systematically drawing both from existing theoretical framework of crisis management (Pauchant & Mitroff, 1990), as well as building new theories through an interdisciplinary approach, drawing from different fields including but not limited to psychology, sociology, economics, but also from other business and management disciplines. We envisage that the papers in the Special Issue will analyse the issues of IHRM in the contexts and conflict, disaster and crisis from multiple levels: at the individual level concern- ing the expatriates, host workers and the managers, at a firm level of MNEs in terms of their performance challenges and support practices that they offered, at the sectoral level where certain industries and sectors (such as the service sector) would be more adversely related than others, and, at the macro level, in considering the policy/regulatory implications. Methodologically, we welcome submissions utilising a variety of methods, including qualitative, quantitative, and mixed-method approaches.
Contextually, we welcome submission in relation to different forms of crisis, disaster and conflict. The following list is not intended to be exhaustive:
Potential themes to be addressed within the special issue
Against this background, this special issue calls for empirical and theoretical papers that explore and analyse the IHRM in the contexts of crisis, disaster and conflict. More specifically, we welcome the following or any other relevant research themes:
INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT 1369
MNEs choice of talents between parent, host and third country nationals? Does MNEs adopt different talent management strategies compared to domestic firms in the high uncertainties context? How does the emphasis on local responsiveness and global integration changes during economic and political instabilities, and how they affect the HRM practices of MNEs?
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Excellent Quality 95-100%
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Introduction
45-41 points The background and significance of the problem and a clear statement of the research purpose is provided. The search history is mentioned. |
Literature Support 91-84 points The background and significance of the problem and a clear statement of the research purpose is provided. The search history is mentioned. |
Methodology 58-53 points Content is well-organized with headings for each slide and bulleted lists to group related material as needed. Use of font, color, graphics, effects, etc. to enhance readability and presentation content is excellent. Length requirements of 10 slides/pages or less is met. |
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Average Score 50-85% |
40-38 points More depth/detail for the background and significance is needed, or the research detail is not clear. No search history information is provided. |
83-76 points Review of relevant theoretical literature is evident, but there is little integration of studies into concepts related to problem. Review is partially focused and organized. Supporting and opposing research are included. Summary of information presented is included. Conclusion may not contain a biblical integration. |
52-49 points Content is somewhat organized, but no structure is apparent. The use of font, color, graphics, effects, etc. is occasionally detracting to the presentation content. Length requirements may not be met. |
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Poor Quality 0-45% |
37-1 points The background and/or significance are missing. No search history information is provided. |
75-1 points Review of relevant theoretical literature is evident, but there is no integration of studies into concepts related to problem. Review is partially focused and organized. Supporting and opposing research are not included in the summary of information presented. Conclusion does not contain a biblical integration. |
48-1 points There is no clear or logical organizational structure. No logical sequence is apparent. The use of font, color, graphics, effects etc. is often detracting to the presentation content. Length requirements may not be met |
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Managing the Process of Employee Resilience Development |
Managing the Process of Employee Resilience Development