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The contradiction of construction land in economically developed regions is becoming more prominent, and the scale of construction land in some large cities is close to the ceiling. Therefore, China implemented the policy of construction land reduction in 2014. The main objective is to optimize the stock of homesteads and then help to realize rural revitalization by transferring land indexes across regions. Shanghai took the lead in implementing the reduction policy in 2014, for which reduction acceptance data are available. Thus, this paper evaluates the impact of homestead reduction on rural economic development based on data from towns in Shanghai.

This paper uses the difference-in-difference (DID) model to analyze the policy effects of homestead reduction on rural residents' income and industrial integration development. Using economic agglomeration (EA) as a mediating variable, the authors explore how homestead reduction (HR) promotes EA to drive rural economic development and analyze the impact of geographic location and government investment.

HR significantly promotes rural economic development and shows a significant cumulative effect. In the long run, HR can improve rural residents' income and promote industrial integration by promoting EA. The positive effect of HR and EA in suburban regions on industrial integration development is gradually increasing. However, the incentive effect on rural residents' income is weakening. The positive mediating effect of EA is significantly higher in regions with low government investment than in regions with high government investment.

This paper contributes to testing the impact of HR policy on rural economic development and can provide a reference for other regions aiming to implement reduction policy.

The social innovation of devolving HRM responsibilities to line managers results in many debates about how well they implement HRM practices. The implementation constraints line managers perceive in their HRM role are researched by taking organisational contingencies into consideration.

We present four case studies in which our findings are based on quantitative and qualitative data from the cases. The qualitative data allow us to explain some of our quantitative results in terms of organisational differences.

The HRM implementation effectiveness as perceived by line managers depends on the line managers’ span of control, his/her education level and experience and his/her hierarchical position in the organisation. Each HRM implementation constraint knows additional organisational contingencies.

We did not consider possible influences of one organisational characteristic on another, and the effect of this combined effect on the HRM implementation factors. In order to overcome this limitation, we would suggest using a structural equation model (SEM) in future research.

This chapter offers HR professionals solutions on how to structure the organisation and design the HRM role of line managers in order to implement HRM practices effectively.

We see many differences on how HRM implementation is managed in organisations. This chapter offers solutions to policy makers on how to equalise the HRM role of line managers.

The focus of this chapter is on the line manager (instead of HR managers) as implementer of HRM and the impact of organisational contingencies on HRM implementation.

It has been argued that, within Europe, different models of management are discernible: the Latin, the Central and the Scandinavian. Focusing on the Latin model, analyses the concept of such a model through an examination of the data and by comparison with the other areas of Europe. Concludes that whilst there is no definite answer to the question of whether there is a Latin model there is evidence for the existence of such a model and its features are outlined.

This study aims to examine the human resources (HR) knowledge and cross-cultural and interpersonal skills needed by HR managers/directors to administer the integrated resort and hotel (IR&H) organizational talent.

This paper uses a qualitative method in the form of extensive interviews.

The labor-intensive nature of the IR&Hs have forced these organizations to be innovative in terms of retaining their top talents and to look overseas for foreign workers to ensure smooth operations.

The research is limited to two Asian geographies and the high regulatory nature of the industry correspondingly limits the number of HR executives in operation within IR&Hs.

This paper provides insights for current and future Asian-based IR&Hs policy planners and HR managers.

The paper provides an understanding of national and organizational skills shortages and their impact upon work and workers.

No previous comparative research in relation to Singapore and Macau has been conducted.

Examines human resource management (HRM) for successful Australian‐Malaysian joint ventures (JVs), on the basis of survey data and case studies. The findings suggest that each phase of JV development had its own pattern of HR practices. Three phases of development were distinguished – initiation, transitional, and maturational. The first phase involved selecting, recruiting and training a skilled workforce and formulating rudimentary human resource policies. Cultural differences were most marked in this phase. The second phase, after three years of operation, involved evolution of human resource policies better suited to local conditions, and more polycentric management staffing. The final phase, after six years of operation, saw the development of a distinctive human resources system, and the minimisation of cultural differences as an operational issue. In this phase there was also a move to more geocentric management staffing. Other HR issues discussed are changing roles and relationships between JV partners in the different phases of development, and factors for JV success in the context of Australian‐Malaysian JVs.

An increasing number of organizations are concerned with the internal management of talent. Over recent years there has been a proliferation of studies which attempt to quantify the value of the intangible assets held at a company, while human resource practices have taken on strategic significance for organizations, leading to a direct connection between the management of professionals and the achievement of the company's goals. The paper aims to address these issues.

In response to the strategic need to maintain a distinctive offering of talent within the marketplace of professional services companies, a dynamic simulation tool has been devised and used to analyze those policies which allow the flow of professionals to be adjusted in order for a company to fulfill market expectations in the event of different demand scenarios.

As a result of the analysis performed, the paper observed that a lack of flexibility within the organization tended to lead to a reduction in potential intellectual capital, and increased excess workload, together with a decline in the company's competitiveness within the marketplace, as seen in a drop in its level of corporate attractiveness.

By using scenarios, human resource (HR) managers can learn how to balance market demands and HR needs, considering the dynamic of organizational issues. According to the results obtained, the use of dynamic simulation models, like the one developed in this project, can improve the HR planning strategy in professional services firms.

The purpose of this paper is to understand the role of HRM philosophy for HPWS formulation and implementation, as well as to investigate its role to improve employee perceptions of HPWS.

A qualitative study of 55 interviews was conducted with managers (senior, HR, frontline) and employees from three telecommunication organisations based in Pakistan.

The findings indicate that a clear, well-developed HRM philosophy ensures clarity in HPWS formulation not only for managers, but also for employees. However, lack of strong philosophical foundations for HPWS can result into distorted HRM messages and negative employee perceptions.

Whilst there remains debate over the positive and negative influence of HPWS for employee outcomes, this study presents HRM philosophy as important HRM component to understand HPWS implementation. The article highlights the fact that the purpose of HPWS practices and its effective communication to employees can make a substantial difference in how employees perceive these practices. In sum, an employee centred philosophy is likely to be pre-condition circumstances for improving employee outcomes.

To explore the strategic role of human resource management (HRM) in Turkey by comparing Turkish companies to Spanish and German companies.

The questionnaire form of the Cranet‐G 1999‐2000 Survey (Cranfield Network on Strategic International Human Resource Management) has been used to collect the data. The indicators of the strategic role of HRM for this study are the existence of an HR department and manager, representation of HR on the board of directors, the existence of an HR strategy, measurement of the HR department's performance, and the existence of several HR policies.

The variables indicating the strategic role of HRM are evaluated for the companies in the three countries via correspondence analysis. Overall, a broad conclusion can be drawn that a strategic role for HRM is widespread in Turkish companies. Moreover, there are signs of convergence between the companies in Turkey, Germany, and Spain on the strategic role of HRM.

This research, designed to explore the strategic role of HRM in Turkish companies, is limited to the variables in the Cranet‐G questionnaire.

This paper is about the strategic role of HRM in Turkey as a developing country and as a European Union candidate country where published research on HRM is relatively limited. It contributes to the growing literature on the changing role of HRM in Turkey by reporting an empirical study of the strategic role for HRM in Turkish companies.

The purpose of this paper is to examine how female expatriates interpret the effectiveness of practical implementation of equality/diversity policies, trusting this to support their expatriate careers.

A cross-sectional, qualitative research approach draws upon in-depth semi-structured interviews with 14 human resources equality/diversity policy implementers and 26 current female expatriates in two oil and gas firms.

Early-career stage female expatriates believe that equality/diversity policy implementation will support their international careers. At the most senior levels, women expatriates highlight unequal treatment breaching their trust in delivery of equality/diversity principles to support their expatriate career progression.

Longitudinal research is needed to assess how early-career women expatriates' willingness to trust in organisational equality/diversity principles alters as their careers progress, and the effects of any changing trust relations on their contributions to organisational strategic objectives. Larger senior female expatriate samples are needed to research links between trust relations and turnover.

Organisations must weigh up benefits from using transparent expatriate selection processes versus less formal mechanisms, if informal processes are not to undermine espoused equality interventions. Unconscious bias training should form part of wide-ranging programmes to tackle discrimination. Senior managerial action with embedded accountability is needed.

Exploring the rhetoric and reality of equality/diversity policy implementation on women comprising a minority expatriate group, this research demonstrates women expatriates' early-career trust in gender equality falls away as they first recognise and then accept diminishing female expatriate senior grade representation and the implications for their expatriate careers. Should turnover result, this could detrimentally affect organisational expatriate gender diversity objectives.

Organizational behavior scholars have long recognized the importance of a variety of emotion-related phenomena in everyday work life. Indeed, after three decades, the span of research on emotions in the workplace encompasses a wide variety of affective variables such as emotional climate, emotional labor, emotion regulation, positive and negative affect, empathy, and more recently, specific emotions. Emotions operate in complex ways across multiple levels of analysis (i.e., within-person, between-person, interpersonal, group, and organizational) to exert influence on work behavior and outcomes, but their linkages to human resource management (HRM) policies and practices have not always been explicit or well understood. This chapter offers a review and integration of the bourgeoning research on discrete positive and negative emotions, offering insights about why these emotions are relevant to HRM policies and practices. We review some of the dominant theories that have emerged out of functionalist perspectives on emotions, connecting these to a strategic HRM framework. We then define and describe four discrete positive and negative emotions (fear, pride, guilt, and interest) highlighting how they relate to five HRM practices: (1) selection, (2) training/learning, (3) performance management, (4) incentives/rewards, and (5) employee voice. Following this, we discuss the emotion perception and regulation implications of these and other discrete emotions for leaders and HRM managers. We conclude with some challenges associated with understanding discrete emotions in organizations as well as some opportunities and future directions for improving our appreciation and understanding of the role of discrete emotional experiences in HRM.