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

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