Index

Citation

(2020), "Index", Turkmenoglu, M.A. and Cicek, B. (Ed.) Contemporary Global Issues in Human Resource Management, Emerald Publishing Limited, Leeds, pp. 273-283. https://doi.org/10.1108/978-1-80043-392-220201019

Publisher

:

Emerald Publishing Limited

Copyright © 2021 Emerald Publishing Limited

---

INDEX

Absenteeism

, 1

Absorptive capacity

, 240, 244

Academic exchange

, 176

Academy of International Businesses (AIB)

, 172–173

Accelerated internationalization

, 168

Adaptation processes

, 61

Adaptive Learning Systems

, 145

Adoption of HRIS behavior

, 81

Advanced countries

HRM in

, 130–136

human capital index

, 134

population, GDP and mean monthly income

, 131

Affirmative Action (AA)

, 39

Age effect

, 211

Age-barrier retirement

, 208

Ageing/aging

, 1

biological

, 202

demographic

, 202

individual

, 203

population

, 202, 204–207

workforce

, 210

Agile

, 96

digital worker

, 100

organizations

, 94

training strategy

, 144

workforce

, 91, 98, 101

Agility

, 93

“Aging from the bottom”

, 205

Agreeableness

, 259

Agriculture

, 227

Alliance portfolio configuration

, 168

Analysing problems

, 75

Analytic Hierarchical Process (AHP)

, 79

Analytics

, 97

Andragogy

, 187

Anglo-Western concept

, 2

Anorexia

, 25

Anti-discrimination laws

, 30

App-based applications

, 97

Appearance

, 28–29

and emotional labour

, 27–28

gender and attractiveness

, 28–29

and recruitment

, 26–27

Appearance-based discrimination in workplace

, 2, 24–26

future research directions

, 29

solutions and recommendations

, 29–30

Applicant ranking

, 79

Artificial Intelligence (AI)

, 90, 97, 229

Asia-Pacific markets

, 177

ASICS

, 98

Aspiring professional in IB

, 169–170

Attractiveness

, 28–29

Australian Institute of Health and Welfare (AIHW)

, 188

Authentic followers

, 188, 191–192

Authentic leaders

, 190–192

Authentic leadership

, 190, 192–193

Authentic relations

, 185–186

Autocratic leadership

, 242

Automation

, 95, 137, 176, 221, 227, 229, 231, 234–235

Autonomous Ship Technology Symposium

, 228

Autonomous ships

, 278

seafarers in

, 227–229

Baby boom generation

, 210

Baby Boomers

, 210

Backbone of contemporary HRM function

, (see Human Resources Information Systems (HRIS))

“Backroom” function

, 142

Behavioral outcomes

, 266

Behaviour-based conflict

, 58

Bespoke trainings

, 148, 150

Best practice approach

, 122

Biases

, 26

Big Data

, 80, 90, 93, 95, 97, 175

era

, 73

BIMCO

, 230

Biological aging

, 202

Birth control techniques

, 205

Bitcoin

, 184

Boosting investment in training and development initiatives

, 149–150

Booz Allen Hamilton

, 150

Border crossers

, 60

Border guard members

, 60

Boundaries

, 60

Boundaryless career model

, 13–14, 19

BRICS

, 177

Bureau of Labor Statistics

, 261

Business

, (see also International business (IB))

basis of conflicts (imbalance) in roles in

, 56–58

changes in roles of individual in

, 54–56

education

, 163

models design

, 167

processes

, 76

Cacophobia

, 25

Career

, (see also Employees), 9–12

boundaryless career model

, 13–14, 19

customized career model

, 17–19

dual ladder career model

, 16–17, 19

dynamics

, 10

inter-organizational career model

, 14–15, 19

management

, 9

maps

, 18

portfolio career model

, 15–16, 19

protean career model

, 12–13, 19

self-management

, 12

Center of Gravity Defuzzification approach

, 81

Changes in social structure

, 55

ChatBots

, 97

Choice biography

, 204

Chronological age

, 203, 209

Cloud computing

, 78, 96, 100

Coaching leadership

, 242

Codified knowledge

, 227

Cohort effect

, 211

Collaborative culture

, 101

Communication

, 240

Compensation theory

, 60

Competence

, 233

related to culture

, 175–176

and skills of interest

, 174–175

Competition

, 248

Competitive business environment

, 73

Competitive strategies, design and operationalisation of

, 165–166

Complementary pattern

, 244

Compliance

, 259

Comprehension

, 245

Compulsory retirement

, 6, 202, 204, 208–209

Conflict theory

, 60

Contemporary failings of ethics, training, and wellbeing

, 184–185

collapsing wellbeing

, 187–188

critical review method

, 188

discussion

, 192–194

failing leadership development

, 186–187

future research directions

, 194

growth in poor ethics

, 185–186

literature

, 189–192

Contemporary organizations

, 183

Contextual conditions

, 61

Contextualization

, 38, 43

diversity management

, 40–43

Contribution theory

, 60

Corporate Universities (CUs)

, 150

‘Couples with double careers’

, 55

Covid-19 process

, 65

Creativity

, 46

Crew management

, 224–225

Critical review method

, 188

Cross-border knowledge transfer

, 6

in Malaysia

, 243, 245, 247

Cultural intelligence

, 175–176, 178

Culture

, 46, 61

competences related to

, 175–176

Curriculum internationalisation

, 172–173

Customer Capital

, 121

Customized career model

, 17–19

Data

, 143

Data Science

, 99

Decision Support Systems (DSS)

, 75–79, 80–81, 83

Decision-making processes

, 3, 74, 76, 164

Decreased performance

, 1

Degree of internationalisation of teaching staff

, 173

DeLone and McLean model

, 82

Demand market

, 225–226

Demographic

aging

, 202

analysis

, 213

transition theory

, 205–206

Developing countries

HRM in

, 130–136

human capital index

, 134

population, GDP and mean monthly income

, 131

Diffusion of diversity management

, 38–40

Digital era

, 90, 92–93, 96–98

Digital HR

, 90, 96–97, 101–102

Digital learning tools

, 92

Digital revolution

, 91

Digital technologies

, 3, 60, 89–90, 92, 100–101

Digital transformation

, 3–4, 89–92, 167–168

discussion

, 100–101

growth of digitalization and employee resistance

, 92–96

HR role

, 95–99

limitations and future research implications

, 101–103

Digitalization

, 7, 90–95, 97, 100–102, 227–228, 230–231

Disability

, 38, 46

Discrimination in workplace

, 23–25

appearance, gender and attractiveness

, 28–29

appearance and emotional labour

, 27–28

appearance and recruitment

, 26–27

appearance-based

, 25–26

Diversity

, 42

dimension

, 45

Diversity management

, 37–38

contextualization

, 40–43

emergence and diffusion

, 38–40

evidence from Turkish context

, 43–46

Division of labor

, 222

Dominant political ideologies

, 42

Drivers

, 116

Dual ladder career model

, 16–17, 19

Dynamic capabilities focus

, 166

Dyson

, 132

e-Recruiting system

, 79

Economic dynamics

, 44

Economist Intelligent Unit, The

, 93

Economy

, 245

Education

, 138, 177, 261–262

Educators of IB administration

, 172

Effective leadership styles

, 242–243

Effectiveness

, 243–244

Effectiveness cross-border knowledge transfer

, 247

Electronic Chart Display and Information System (ECDIS)

, 227

Electronic HRM (e-HRM)

, (see also Human resource management (HRM)), 3, 73–75, 78–79, 82–83

strategic value of

, 80–81

Emotional dissonance

, 28

Emotional labour, appearance and

, 27–28

Emotional social support

, 65

Empathy

, 259

Employees

, (see also Career), 1

employee-friendly institutions

, 63

relations

, 90, 247

resistance

, 92–95

selection model

, 79

training

, 143, 147, 150–151

wellbeing

, 184

Employers

, 1

expectations on IB manager

, 170–172

Enron

, 188

Entrepreneurial capacity

, 168

Equal Employment Opportunity (EEO)

, 25, 39

Equal Employment Opportunity Act (1964)

, 27

Ethics

, 5

contemporary failings of

, 174184–185

erosion of

, 185

growth in poor

, 174–176185–186

Ethnicity

, 38

Evolution of school and programmes

, 177–178

Executive Information Systems (EIS)

, 75–76, 78

Experience

, 38

Expert Systems (ESs)

, 75, 78

Extensive job training in Japanese firms

, 242

Extraversion

, 259

Facebook

, 118

Faculty’s internationalisation objectives

, 172

Families

, 65

with double careers

, 55

Family life

basis of conflicts (imbalance) in roles in

, 56–58

changes in roles of individual in

, 54–56

Family-work conflict

, 3, 58

Fertility decline

, 205

Firm-specific Personnel Concept

, 119–120

Firms

, (see also Business), 108, 114, 120, 168

Focused seafarers

, 233

Fordism in production

, 229

Fordist production process

, 222–223

Fourth Industrial Revolution

, 91, 173, 220, 229

Future of seafarer

, 229–230

Gains

, 61

Gender

, 38, 46, 62, 261

discrimination

, 28

General Social Survey Data

, 259

Generation effect

, (see Cohort effect)

Generation X

, 95–96, 210

Generation Y

, 210–211

Generation Z

, 210–211

Generations at work

, 202, 210–212

GlaxoSmithKline

, 132

Global entrepreneur, training

, 168–169

Global Financial Crisis (GFC)

, 184

Global MBA

, 177

Global-minded business professional and manager

from IB and management theory to IB training

, 164–169

stakeholders in IB professional development

, 169–173

evolution of IB manager formation process

, 173–178

GlobalMet

, 230

Good looking

, 2, 25–27

Google

, 66, 118, 228

Gross domestic product (GDP)

, 4, 130–134

Haier

, 132

Halo effect

, 26

Hay Group

, 145

Health workers

, 65

Heutagogy

, 187, 194

Historical context of diversity management

, 41

Horn effect

, 26

Human behavior

, 101

Human capital

, 120–122, 134, 142–144, 147, 150, 152–153

index

, 134

Human Development Report (HDR)

, 136

Human process

approaches

, 120–122

interventions

, 122

Human resource (HR)

, 129–130

competencies

, 165

decision-making process

, 79

managers of shipping companies

, 220

policies and practices

, 108

practices

, 258

primacy

, 82

role in digital transformation

, 95–99

trainings

, 130, 136

Human Resource Development (HRD)

, 130, 142

Fund Agency

, 137

T&D

, 144

Human Resources Information Systems (HRIS)

, 3, 74, 77–78

Agency

, 128

literature survey findings

, 78–83

methodology

, 78

role of HRIS professionals

, 76

Human Resources Management (HRM)

, 3, 6, 73–74, 77–78, 83, 108, 129, 142, 164, 184–185, 202, 220, 222

in advanced, developing and less-developed countries

, 130–136

approaches to address contemporary challenges of knowledge work

, 119–124

attraction strategies

, 114

challenges in KIMs

, 111–118

and development

, 4

on IB manager

, 170, 172

key responsibilities in KIFs

, 111

KIFs and KWs

, 109–110

practices

, 143, 152, 262, 266

research on

, 266–267

responsibilities in Industrial Revolution, 4.0

, 136

retirement from perspective of

, 207–210

for shipping

, 222–233

solutions and recommendations

, 137–138

studies

, 1

training bottlenecks in

, 144–148

for volunteers

, 262–266

IBM

, 132

IKEA

, 132

Inability

to customize trainings to address critical workplace issues

, 145–147

to design training programs in cognizance with external environment

, 144–145

Individuals

, 65

aging

, 203

Industrial Revolution

, 229

Industrial Revolution, 4.0

, 133, 135

HRM responsibilities in

, 136

Industry 4.0

, 6, 53, 137–138, 220–222, 224, 229–230

Information Systems (IS)

, 75–76

DSS

, 77

MIS

, 76

MSS

, 76

Information Technology (IT)

, 3, 74, 137

Innovation

, 168

Institutional structures

, 40

Institutionalization of life course

, 203

Instrumental social support

, 65

“Integrated e-HRM”

, 82

Intellectual capital

, 121

Intensive job training in Japanese firms

, 246

Inter-organizational career model

, 14–15, 19

International business (IB)

, 5, 163

education

, 164

and management theory to IB training

, 164–169

manager formation process evolution

, 173–178

stakeholders in IB professional development

, 169–173

studies of training needs in different industries

, 171

theories and implications

, 165

trends in IB education

, 174

International institutional relations

, 173

International Labour Organization (ILO)

, 226

International Maritime Organization (IMO)

, 222

International Safety Management Code (ISM Code)

, 226–227

International Shipping Federation (ISF)

, 225, 230

Interpersonal skills

, 143

Intertanko

, 230

Invisible assets

, 150

“IT primacy”

, 82

Japanese business affiliates in Malaysia

, 243

Japanese firms

, 242, 246

organizational culture

, 245

Japanese management

, 241, 243, 246

characteristics

, 242

leadership style

, 242, 246–247

Japanese organizational culture

, 6, 241, 245–247

Job

, (see also Career)

analysis

, 230

characteristics

, 11

devotion

, 11

order sustainability

, 11

training

, 6, 145, 242, 246

Knowledge

, 244

knowledge-based DSS for HRM

, 79

knowledge-intensive firms

, 4

management

, 117

Knowledge intensive firms (KIFs)

, 109–110

challenges in

, 111–118

HRM attraction strategies

, 114

key responsibilities of HRM

, 111

Knowledge intensive organizations

, 109, 111, 116, 118, 123

Knowledge transfer

, 240–243

key findings

, 245–248

limitations

, 248–249

recommendations and future research directions

, 249

Knowledge work

, 119–124

Knowledge workers (KWs)

, 4, 109–110

attracting KW’s attention to organization

, 111–113

HRM attraction strategies

, 114

motivating and satisfying

, 117–119

retaining within organization

, 113–117

Labor market

, 92–93, 207–208, 211

Lack of commitment to training investment on continual basis

, 147–148

Laissez-Faire leadership

, 242

Language

, 38

Leadership

effectiveness

, 188

styles

, 242

Leadership development

failing

, 186–187

program

, 184

Learning

, 247

and development

, 144, 150, 152, 264

initiatives

, 150–151

intent

, 6, 243, 245–247

Legal protection

, 45–46

Less-developed countries

HRM in

, 130–136

human capital index

, 134

population, GDP and mean monthly income

, 131

“Lifecycle of volunteers”

, 262

Literature

, 189–192

Location perspective in IB

, 167

Look East Policy

, 241

Lookism

, 26

Losses

, 61

Malaysia

cross-border knowledge transfer in

, 243, 245, 247

Japanese business affiliates in

, 243

Management factors

, 262

Management Information Systems (MIS)

, 75–76

Management Services Agency

, 137

Management Support Systems (MSS)

, 76

Mandatory retirement

, 209–210, 212–214

Manufacturing

, 227

Maritime 4.0

, 229–230

Maritime sector

, 220–222, 225–226, 231, 234

seafarers in

, 227–229

Maritime transport

, 220

future research directions

, 234

HRM for shipping

, 222–233

human resources managers of shipping companies

, 220–221

management of crew

, 221

maritime legal regulations and amendments stakeholder

, 227

solutions and recommendations

, 233–234

Maritime Unmanned Navigation through Intelligence in Networks (MUNIN) project

, 228

Market potential

, 167

Mastery of foreign languages

, 176

Meaningfulness of job

, 118

Media

, 25

Mental health at sub-clinical and clinical level

, 188

Microsoft

, 66, 118, 132

Ministry of Manpower (MOM)

, 137

Mobile management strategy

, 98

Mode of entry

, 244

Modern symmetrical family

, 56

“Modern Workplace” program

, 98

Mortality decline

, 202, 205

Multicultural contact

, 176

Multidimensional processes

, 61

Multinational enterprise theory (MNE theory)

, 5, 164, 179

Netflix

, 66

New IB human capital

, 178

New product creation

, 75

NI

, 230

Niche focus strategies

, 168

Non-profit organizations

, 258, 262–265, 267

“Non-usage” e-HRM

, 82

Normative control

, 114

Occupational status

, 11

OilCo’s Digital Learning

, 98–99

Old-age dependency ratio (OADR)

, 202, 206

On-the-job implementation

, 147, 151, 161

Ongoing harmonization process

, 61

Operations Support Systems

, 76

Oracle

, 75

Organization(s)

, 66, 78, 91, 107–108

attracting KW’s attention to

, 111–113

capital

, 120–122

characteristics

, 11

ensuring supportive HRM practices

, 152

recommended solutions with expected benefits

, 152

retaining KW within organization

, 113–117

Organizational Citizenship Behavior (OCB)

, 142

Organizational climate

, 151, 234

Organizational culture

, 240, 242

employee involvement and human relations

, 242

intensive and extensive job training in Japanese firms

, 242

Japanese firms’ organizational culture

, 245

leadership style

, 242

Organizational support effect

, 264

Overflow theory

, 60

Paid employees

, 258, 263

Panasonic

, 132

Participative leadership

, 242

Pedagogical

challenges of IB administration

, 172–173

perspectives and tools in IB

, 176

Performance appraisal

, 3, 73, 77–78, 81

Performance-driven human infrastructure

, 153

Period effect

, 211

Personal characteristics

, 24, 59

Physical appearance

, 25

Political economy approach

, 207–208

Political Economy of Aging (PEA)

, 6, 202, 213

retirement from perspective of

, 207–210

Political economy of old age

, (see Political Economy of Aging (PEA))

Poor ethics

, 192

growth in

, 185–186

Population aging

, 202

structural background

, 204–207

Portfolio career model

, 15–16, 19

Positive organizational behavior

, 186

Potential support ratio (PSR)

, 202, 206

Practical relevance absence for training interventions delivered

, 145

Preciseness

, 97

Pricewaterhousecoopers

, 150

“Principle of care”

, 259

Problem-solving

, 243

Professional development programs

, 189

Program efficacy for leadership development

, 184

Programable machines

, 229

Promotion-progress

, 11

Protean career model

, 12–13, 19

Psycho-gerontological research

, 209

Psychological contract

, 123–124

Race

, 38, 261

Randomized control trials

, 187

Rational perspective theory

, 59

Recruitment

, 263

appearance and

, 26–27

seafarers’

, 226

Religion

, 38, 260

Research on HR management and volunteering

, 266–267

Resistance

, 95

Retirement

, 202, 204

compulsory

, 6, 202, 204, 208–209

future research directions

, 212–213

from perspective of HRM

, 207–210

from perspective of PEA

, 207–210

solutions and recommendations

, 212

transition to

, 204–207

Rewarding

, 258, 262, 264–265

Robotics

, 53, 224, 227, 229

Role conflict

, 56, 61, 65

Rolls-Royce

, 228

Safety

, 233–234

SAP

, 75

Scattering effect

, 56

Science, technology and innovation (STI)

, 4, 130, 133

performance

, 133

Science Direct

, 78

Seafarers

future of

, 229–230

global supply

, 225–226

legal regulations and amendments for

, 226–227

in maritime sector and autonomous ships

, 227–229

qualifications of

, 231–233

recruitment

, 226

stakeholders in recruitment and selection processes of

, 224

Seafaring

, 231

Second Industrial Revolution

, 222

Self-interest

, 260

Service sector employees

, 65

Sexual orientation

, 24, 38–39, 42, 45–47

Sexual minorities

, 45

Ship Masters

, 222

Ship mishap factors

, 220

Ship organization

, 222–225, 229

Shipping

, 221

companies

, 220

HRM for

, 222–233

Shore Control Center (SCC)

, 228

Siemen

, 132

Silent knowledge

, 233

Singapore High Technology Association

, 132

Skills of interest

, 174–175

Small and Medium Enterprises (SMEs)

, 143

Smile Mask syndrome

, 28

Social

class

, 61

media tools

, 229

role theory

, 55

roles

, 11, 55, 65

status

, 38, 54, 208, 214

support

, 63–64

Social work, volunteering as

, 258

Socio-cultural dynamics

, 38, 40–41

Socioeconomic status (SES)

, 208, 212

Sociology

, 207, 231, 258

Software as a Service (SaaS)

, 74

SOLAS Convention

, 227

Solidarity

, 259–260

Sony

, 132

Specialization

, 16, 222

Speed

, 245

Spending

, 186

Spousal support

, 63

Stakeholders

in IB professional development

, 169–173

in recruitment and selection processes of seafarers

, 224

Standards of Training, Certification and Watchkeeping for Seafarers (STCW)

, 226

Strain-based conflict

, 57

Strategic value of e-HRM

, 80–81

Structural Equation Modeling

, 80–81

STWC Manila 2010

, 6

Supporting decision making

, 75

Symbiosis International (Deemed University) (SIU)

, 4

Tacit knowledge

, 241

Talent management

, 75, 80–81, 93, 96–97

Taylorist production process

, 222–223

Technological development

, 220

in communications

, 169

Third Industrial Revolution

, 222, 223

Third-party ship management

, 224

Time-based conflict

, 57

“Time-off from work”

, 145

Time-spaced learning

, 151

Traditional organizational career

, 9

Training

content validity and practicality

, 148–149

effectiveness

, 143

evaluation

, 151

global entrepreneur

, 148

intervention

, 143–145, 147, 151, 152

Training and development

, 5, 93, 108, 141–142, 189

background

, 143–144

function

, 5

future research directions

, 152

solutions and recommendations

, 148–152

training bottlenecks in HRM

, 144–148

Training transfer

, 151

missing link to promote on-the-job implementation

, 147

practice promotion at workplace

, 151–152

Transaction Processing Systems (TPS)

, 75

Transactional leadership

, 242

Transformational leadership

, 242

Transition to retirement

, 204–207

Transitory geographical approaches

, 176–177

Transportation business

, 233

Turkish context of diversity management

, 43–46

Unilever’s Digital Recruitment Process

, 99

United Nations Development Programme (UNDP)

, 136

University’s internationalisation objectives

, 172

US-based management approach

, 38

Usefulness

, 245

Value proposition differentiation

, 168

Value-based career

, 12

Value-driven career

, 12

Value-driven management

, 262

Visualizing complex subjects

, 75

Voluntary retirement

, 212–213

Volunteering

, 258

agreeableness

, 259

education

, 261–262

empathy

, 259

extraversion

, 259

gender

, 261

management factors

, 262

race

, 261

religion

, 260–261

research on

, 266–267

self-interest

, 260

solidarity

, 259–260

Volunteers

, 258

HR management for

, 262–266

Web of Science

, 78

Wellbeing

collapsing

, 187–188

nature of

, 192

workplace

, 193

Work society

, 203

Work-family boundary theory

, 60–61

Work-family conflict

, 3, 56–58

Work-family life balance

, 53–54

basis of conflicts (imbalance) in roles in business and family life

, 56–58

causes and consequences of work–family conflict (imbalance)

, 61–63

changes in roles of individual in business and family life

, 54–56

dimensions of work and family life conflicts

, 58–59

measurement to establishment

, 63–65

recommendations

, 65–67

theories related to work and family life conflict

, 59–61

Work–family life conflict

, 54, 56, 64–65

Workday

, 75

Workforce

, 90

aging

, 210

diversity

, 37

Work–life balance practices

, 66

Workplace

discrimination in

, 24–29

training transfer practice promotion at

, 151–152

wellbeing

, 193

Yahoo

, 66