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The purpose of this paper is to provide an overarching framework to guide the understanding of the allocation and deployment of strategic human capital assets within an organization. Using the concept of medical triage with business units analogous to “patients” and their performance to “symptoms or injuries,” the framework suggests a “steal from the poor” perspective that is counter to conventional organizational decline literature.

This is a conceptual paper proposing that there are five different categories of business unit need for human capital assets: expectant, deceased, immediate, delayed or minimal; all based on the type of environment and holistic performance of the business unit. Based on a business unit’s specific situation, the authors suggest a process model guiding how to conduct a triage analysis to optimize the allocation of strategic human capital assets within an organization.

The authors argue that current trends in assessing strategic human capital assets which make comparisons across organizations are necessary but insufficient (e.g. comparing a store to other stores in its district or region). Each business unit has its own unique internal capabilities and external constraints that also must be accurately assessed to make an informed organizational-level decision about where and how to deploy strategic human capital assets.

Borrowing from medical science, this paper demonstrates a new conceptual framework with propositions for researchers and guidance for practitioners.

In recent years, organisations around the world have been seriously affected by a range of economic, political and social upheavals that have gathered momentum in most parts of the globe. The viability of the conventional (pyramidal) organisational structures is being challenged in conjunction with major shifts in the roles of mid and top managers. In many countries, the pace of the above socio‐economic events and uncertainties is happening at an unprecedented pace. Some markets are showing signs of potential gigantic expansions while others (historically prosperous) are on the verge of complete collapse (Dent, 1991). In responding to the socio‐economic challenges of the nineties, organisations (across the board) have resorted to dismantling the conventional pyramidal structure and adopting so‐called “leaner” structures (see Zeffane, 1992). The most common struggle has been to maintain market share in an economic environment increasingly characterised by excess labour supply (Bamber, 1990; Green & Macdonald, 1991). As organisations shifted their strategies from “mass production” to “post‐fordism” (see, for example Kern and Schumann, 1987), there has been a significant tendency to emphasise flexibility of both capital and labour in order to cater for the niche markets which are claimed to be rapidly emerging, world‐wide. This has resulted in massive organisational restructuring world‐wide.

The purpose of this paper is to present a conceptual model for conducting research on how human resource and hiring managers form impressions of overqualified individuals and how these impressions affect their treatment of overqualified individuals during selection decisions.

Given the central role of psychological processes within the proposed model, this conceptual paper builds on a social cognition approach.

The proposed model consists of seven primary factors that can help propel research that is dynamic and contextually driven: attributes of the overqualified individual; job attributes; observers’ cognitive overqualification schemas; observers’ attitudes; observers’ categorization processes; the organizational context; and individual factors, all of which influence the observers’ treatment of overqualified individuals.

Most research has focussed on individual-level outcomes of overqualification such as job satisfaction, turnover intentions, and physical and psychological health, while overlooking how organizational decision makers perceive overqualification and how this subsequently affects the likelihood of individuals being selected for an interview. Given the global growth in the number of overqualified workers, understanding antecedents and correlates of overqualification and how these affect organizational selection decisions is a pressing need. The proposed model outlines several factors that can help us better understand the phenomenon of overqualification.

The purpose of this paper is to examine how employers define overqualification and mismatched qualification and whether they are willing to hire applicants whose educational and work experience credentials do not match job requirements.

This paper draws from qualitative interview data from 24 hiring managers across a wide range of US public sector and private industries. Data were analyzed and coded to identify themes related to managers’ perceptions of overqualification, matched, and mismatched qualification, and how these were related to selection decisions. A typology is proposed for categorizing applicant qualification levels and their potential human resource outcomes such as hiring decisions.

Hiring managers report that they are willing to interview and hire individuals whose education or experience exceed a job’s requirements as well as applicants with less than required education, but only if they possess sufficient compensatory experience.

Findings may not apply to industries where minimum educational levels are essential or to small organizations with few opportunities for career advancement.

Given current unemployment and underemployment levels, the findings can inform the job search strategies of job seekers. Overqualified applicants should not refrain from applying to job openings, particularly in organizations with opportunities for advancement and where education is considered an asset. Additionally, applicants should reveal their motivations for pursing positions that are intentional mismatches.

In contrast to previous studies conducted during periods of lower unemployment and underemployment, these data include managers’ perceptions of overqualification in a recession and post-recession job market context and thus are especially relevant to today’s employment context. The proposed typology distinguishes between categorizations of qualified, overqualified, and underqualified, and helps refine studies aimed at selection decisions.

The Spring 1984 issue of Public Personnel Management includes an article by Joy Ann Grune and Nancy Reder entitled “Addendum — Pay Equity: An Innovative Public Policy Approach to Eliminating Sex‐Based Wage Discrimination”. The authors are both members of the National Committee on Pay Equity, founded in 1979. The article explains the goals of the National Committee, the extent of the problem, reviews the new approaches and solutions in place or underway, and looks at the challenges facing public policymakers and advocates of pay equity.

Intrapreneurship (IP) and Strategic Human Resource Management (SHRM) are a paradigm in which the current global scenario of increased homeoffice and professional globalization can have the capacity to stimulate professionals’ autonomy and new business orientations able to re-invent new strategies, services, technologies and even leadership development. This study, of an exploratory nature, aims to analyze the synchronicities between IP and SHRM, raised by relational dynamics translated into leadership, organizational culture and individual practices having as a facilitating factor technology as an agent of change for continuous improvement (based on the Kaizen philosophy). It is supported by a qualitative analysis through a case study of a leading Portuguese group, Grupo Salvador Caetano, which has been in existence for 75 years.

The results demonstrate that dynamic relations are the synchronicities of IP and SHRM as long as stimulated and transmitted to collaborators, and that technology, facilitated these processes. The flexibility of SHRM, the sequence of delegation and implementation of relational dynamics must be the key for the synchronicities of SHRM and IP to be two phenomena that go side by side and contribute to more effective performance and evolution among collaborators, as they support each other in creating firms’ value for customers. Some contributions to theory and practice, raised through a logic of “in-house entrepreneurship,” are also presented at the end of the study.

We are living in turbulent and uncertain times and organizations need to struggle with these circumstances in order to achieve their goals. More than ever, resilience capacity is an added value that organizations need to build to respond to obstacles in these challenging times. Resilience is a capacity of individuals, teams, organizations, communities, even society, that make them to overcome setbacks (such crises, changes, or turbulences) in a way that they not only survive but emerge even stronger. Previous research on resilience at different range of settings and groups show that resilience is a capacity that can be trained or build up. Therefore, the goal of this chapter is to review the main lines of action available to organizations that want to foster resilience at work. The chapter will review theoretical research on workplace resilience, and empirical research that links Human Resources Management and workplace resilience. Aspects covered include the role that corporate social responsibility toward employees, career development or work–family balance have in developing resilience. The chapter closes with a discussion of some practical guidelines for HR managers and practitioners.

This chapter explores the phenomenon of organizational resilience. A comprehensive model was advanced and tested while utilizing a quantitative study conducted in the education system in Israel with 98 schools, involving 1,132 educators. Statistical analysis based on structural equation modeling revealed significant relationships between three antecedents (social capital, team empowerment, goal interdependence) and organizational resilience. In addition, a positive significant relationship was found between organizational resilience and organizational functioning in crisis. Organizational resilience was found to be a mediator between three of the antecedents (social capital, team empowerment, goal interdependence) and organizational functioning in crisis. Furthermore, organizational functioning in crisis was found to mediate the relationship between organizational resilience and organizational innovation. Implications for policymakers, managers, and change leaders in organizations are discussed.

Research in strategic human resource management (SHRM) has evolved over the past 30 years to become more theory based and to exhibit greater empirical rigor. However, much has changed in the external environment that makes the existing theories, approaches, and methodologies inappropriate for addressing the questions that organizations face in managing their human resources today. In this chapter we discuss a number of environmental changes impacting organizations and identify tensions that researchers have faced in exploring how firms seek to manage their people as a source of competitive advantage. We argue that past research has focused on only one side of the tension at a time, thus limiting the usefulness of the answers that research provides. We advocate for research that simultaneously addresses both sides of the tensions in a way that can revolutionize research in SHRM.