Human Resource Management in the Post-Pandemic Era, the Case of the United States of America (Published)
The COVID-19 pandemic has had a far-reaching impact on how U.S. employees should be managed, including where and when they work. This study intends to (1) explain the link between the COVID-19 pandemic and human resource management (HRM), (2) discuss HR challenges being impacted by the pandemic, and (3) suggest innovative and creative HR strategies that address those HR challenges in the post-pandemic era. This study argues that American organizations will not return to the pre-pandemic work situation and that the current “new normal” situation requires them to rethink and redefine their HR policies and practices. The implications and directions for future research are also discussed.
Keywords: COVID-19 pandemic, HR, HRM, Impact, U.S., remote work, work-life balance
The Role of Human Resource Professionals (HRP) In Promoting Corporate Social Responsibility (CSR): A Case Study of Pakistan State Oil (PSO) (Published)
The current research investigates the role of Human Resource professionals (HRP) in promoting Corporate Social Responsibility (CSR) in the public sector of Pakistan. Pakistan is part of the developing nations and is facing serious socio-economic, environmental, and political problems; partly because Pakistan has remained under the influence of British colonial rule. The long British colonial rule left serious administrative issues throughout the Indian subcontinent. This paper has identified a number of obstacles to integrating HRM and CSR that companies in Pakistan is facing. These obstacles are cultural, legal framework of corporate structure, rules and regulations regarding employee’s rights, which are a part of the CSR landscape. Corporate social responsibility is getting more popular in the HRM literature, where HR managers’ role is of greater significance for achieving CSR objectives. The authors develop a conceptual framework, which can help in strengthening and promoting links between HR and CSR resulting in achieving organizational, social, and financial objectives. In light of the findings, policy implications and recommendations are discussed in last section of the paper.
Keywords: CSR, HR Professionals, HR and CSR Nexus, HRM, Pakistan, Public Companies, The Role of HRD
Global Workforce Diversity Management and the Challenge of Managing Diversity: Situation on World and in Turkey (Published)
Workforce diversity is a primary concern for most of the businesses. Today’s organizations need to understand and direct workforce diversity effectively. Although many articles have been written on this topic, but there is no detailed research of workforce diversity on global basis. 21th century’s world rapidly increasing globalization requires more attention and interaction among people from diverse cultures, beliefs, and backgrounds than ever before. People no longer live and work in an alone marketplace; they are now part of a worldwide economy with competition coming from nearly every continent. For this reason, profit and non-profit organizations need diversity for being more creative and open to change. The main purpose of this article is to review the recent literature of workforce diversity on global basis and specifically Turkey. Supervisors, academicians and front-line managers could benefit from reading this paper. Supervisors, academicians and managers are the targeted audience because they need to recognize the ways in which the workplace is changing, evolving, and diversifying. It is first presented a brief introduction and definitions of global workforce diversity management. This paper attempts to shed light on what we know and don’t know about global workforce diversity management. Paper mainly includes 4 sections. It starts with the introduction and in that part global workforce diversity management is broadly defined. In section 2, theoretical roots in other words literature review on the subject will be presented. Causal effects of challenges related to global workforce diversity management will be explained and related problems et cetera will be discussed in detail. In section 3, after explaining the regional differences among workforce diversity, insight will be brought up for discussion and comparison with these 4 different regional groups. After that special focus will be given to Turkey and the situation in Turkey will be explained in terms of workforce diversity management. Section 4 will include further research, discussion and conclusion. Besides giving insight about global workforce diversity management for comparison purposes between different continents, the purpose of this paper is to provide information for the potential researchers about basic aspects of global workforce diversity management.
Keywords: Diversity Management, Global Workforce, HRM, Inclusion, Turkey