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This empirical study identifies, examines, and compares the perceptions of HRMs in selected organizations in one developed country (the USA) and one less‐developed country (Jordan) toward arguments supporting nepotism. It also identifies, examines, and compares the perceptions of these HRMs toward arguments against nepotism in these two countries. The results of this study indicate that few HRMs in each country have agreed with arguments supporting nepotism. In contrast, many of these HRMs have agreed with arguments against nepotism. While there are differences between the perceptions of US and Jordanian HRMs toward arguments for and against nepotism, these differences are not significant.

Understanding occupational boundaries is vital in the contemporary economy, in which knowledge-based work is a central feature. The purpose of this paper is to identify and decipher boundary work which affects the cooperation and demarcation between human resource (HR) managers and external organization development (OD) practitioners during organization change processes.

Data are based on in-depth interviews with HR managers and external OD practitioners in the Israeli business sector.

Encounters between HR managers and external OD practitioners are potentially volatile given mutual experiences of occupational threat. Three distinct patterns of boundary work for negotiating OD-HR jurisdiction are identified. These yield differential occupational and organizational outcomes.

This study is based on a medium-sized sample of practitioners of HRM and OD in the Israeli business sector. The data focused on one-sided descriptions of occupational relations.

The findings shed light on boundary work associated with fruitful HRM-OD partnerships. This may greatly advance the success of costly organization change and development interventions which demand the collaboration of both parties. Implications are offered regarding the academic education and practical daily management of both groups of practitioners.

Despite their growing relevance, empirical investigations of daily HRM-OD interfaces are scarce. This exploratory research addresses this gap in the literature and offers theoretical and practical insights.

The purpose of this paper is to identify and discuss Asian hospitality and catering (H&C) human resource managers' (HRMs') perceptions of employing human immunodeficiency virus (HIV)‐infected applicants and examines the treatment of HIV‐infected employees in their workplaces.

Primary data are collected from 32 English speaking Asian hospitality managers who responded to a postal questionnaire; 12 of them agree to participate in follow‐up telephone interviews. Transformed raw data are analysed using both qualitative and quantitative analytical methods.

Although Asian H&C HRMs are sympathetic to the plight of HIV‐infected people, they maintaine that hiring HIV‐infected employees incurs increased operating costs. This generally unsubstantiated claim appears to be linked to lack of understanding of the difference between HIV and acquired immune deficiency syndrome. HRMs do not appear to perceive or comprehend any benefits to be generated from hiring HIV‐infected employees.

The sensitive nature of the topic, exacerbated by the Asian cultural dimension, generates only 32 respondents and, therefore, impacts on the external validity of the study.

Asian H&C HRMs are advised to implement the recommendations and guidelines in this paper to avoid lawsuits that can arise as a result of unfair employment or treatment of HIV‐infected applicants and employees.

This exploratory study provides a platform for the discussion of some sensitive HIV‐related issues in an Asian context. It also supplements the sparse literature addressing the contribution of HIV to the discrimination and stigmatisation of hospitality applicants and employees in their workplaces.

Examines the relationship between nepotism and various organizational characteristics (size, ownership, and geographic region) in certain organizations in two countries – Jordan and Egypt. Results indicated that HRMs in large organizations, the public sector and urban regions reported higher levels of nepotism than their rural counterparts in smaller, medium‐sized organizations, in the private sector.

Watching television has become one of the most time‐consuming leisure activities of children in many nations. Television offers numerous opportunities to learn and be entertained, but can conbribute to a variety of public health concerns for youth. Thus, it is vital for health professionals to become aware of the types of health‐related messages (HRMs) broadcast on television. The purpose of this study was to content‐analyze the HRMs in a widely viewed, popular prime‐time program, The Simpsons, which is exported around the world and is rich in HRMs. Overall, nearly 40 percent of the HRMs on The Simpsons run counter to those promoted by health professionals. However, there were positive HRMs promoting practices recommended by health‐care professionals, such as choosing nutritious foods and eating together as a family. Future research should investigate how HRMs impact children's health knowledge, attitudes, and behaviors.

The relationship between human resource management practices (HRMP) and innovation has been described as a black box, where a lot still needs to be investigated. Thus, the aim of this paper is to investigate the nature of the link that exists between HRMP and innovation in both public and private organizations. To do so, theoretical underpinnings and existence of a mediating or a moderating mechanism is inspected.

Based on an empirical systematic review of research conducted between 2010 and 2018, content analysis has been conducted for 31 peer-reviewed articles in the English language.

Inspecting the nature of relations existed in the chosen articles, interesting findings are addressed relative to the nature of the human resource management systems (HRMS) used, practices encompassed and their different utility. HRMS has been shown to be associated with product innovation yet more evidence is needed for supporting process innovation.

The HRMS/HRMP and innovation relationship is inspected, important practices that would guide managers to induce innovation are highlighted. Usage of multiple HRMS and contingency in constructing such systems is indicated.

Contribution to comprehend the black box and areas for future research has been offered.

This study explores some important aspects of organisational career management (OCM) in Israel. Overall, our data, obtained from 136 large firms, represented by their human resource managers (HRMs), reflect a fairly paternalistic approach to career management; careers are mostly managed by the organisation. Specifically, we also found that: 1. For making promotion decisions HRMs tend to rely on particularistic criteria and evaluations programs; 2. For managing promotion HRMs rely on internal HR development programs; and 3. Because upward mobility opportunities are limited, many opt for external labour markets to acquire managerial talent. Implications of these findings and directions for future research are discussed.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds his/her own impartial comments and places the articles in context.

This research paper concentrates on patterns of behavior exhibited by human resource managers and external organizational development practitioners to retain their occupational boundaries. A sense of competitive occupational threat is pervasive and often erodes the value added by both professionals when organizations proceed through change processes, despite the potential for mutually valuable and organizationally beneficial learning opportunities being there for the taking.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

To give an overview of prevalent views on and practices in management development in New Zealand

Employs a questionnaire, mainly Likert‐scale, to interview human resource managers and line managers in 86 companies in New Zealand. The research model and instrumentation is based on existing research on management development in Europe.

Many of the tensions and inconsistencies exhibited between assumptions and practices and a variance of views indicate that at national level management development is rather incoherent and further research would be justified. For example, it is widely assumed that experience makes a good manager, but mentoring is rated lower than external courses as a source of development. There are often substantial disparity of views between HR managers and line managers.

Firms wishing to develop coherent management development processes could be guided by the disparities revealed in this research.

This research is the first step towards international comparative data on management development for New Zealand, and the model allows for direct comparison with existing European data.

The purpose of the study is to develop a deeper understanding of the construct “integration within the HRM subsystem”. The study attempts to shed light on the conceptual perspective, the characteristics of this construct as well as the meaning and the mechanisms of internal integration within a HRM subsystem.

The procedure involves three main steps: first data reduction followed by data display and conclusion drawing/verification. Semi‐structured, face‐to‐face interviews with 21 vice‐president HRM managers and senior managers were conducted. The average time of the interviews was 60 minutes.

The findings revealed a model composed of HRM infrastructure (HRM cooperative policy, integrative core competence, and integrative technological infrastructure), internal communication process (formal and informal) and integrating process (consistency of HRM practices at the subsystem and individual levels). The first two categories are related with the dependent category‐integrating process.

HRM subsystems should develop their integrative technological infrastructure so that they can have a wide‐ranging view about their activities. Also, informal mechanisms may enhance the integrating process, as well as the formal mechanisms. Thus, managers should support and encourage the informal climate, and facilitate especially on informal communication.

The findings suggest a new approach for analyzing the integration process within an organizational HR sub‐system. On the one hand, the continuity of integration demonstrates how each category may contribute to the integration process on a high level. On the other, the low level of each category illustrates the opposite side of integration.