- ItemThe unrealized value of global workers: The need for global talent management(Edward Elgar Publishing, 2023-05-16) McDonnell, Anthony; Jooss, Stefan; Conroy, Kieran M.; Vaiman, Vlad; Vance, Charles; Ju, LingGlobal workers play a critical role in multinational organisations which transcend national boundaries as part of their business routines. In this chapter, we highlight the pivotal positions that many global workers play. Specifically, we unpack the role of global workers as key boundary spanners, navigating relational, knowledge, and cultural boundaries across the organisation. The chapter also argues that the full value of global workers remains unrealised given the lack of planning and integration of these workers in terms of knowledge management processes, talent management strategies, and global mobility functions. Specifically, we point to the lack of strategic and practical oversights from corporate HR functions and how this may be impacting upon both global workers’ experiences and organisational efforts to maximise value.
- ItemEncounters of nothingness: Dilemmas of the uncanny self(Routledge, 2022-09-30) O'Sullivan, Stephen R.This film explores the existential confrontation brought about by the Covid-19 pandemic. It preserves a phenomenological account of “experiencing the experience” of the Covid-19 pandemic. The film documents the “depresentation” process, the encounters of nothingness, and dilemmas of self central to lockdown. Void of social resources, lockdown was uncanny, an eerie blend of the familiar and unfamiliar, which caused novel societal-wide malaise. The chapter expands on themes in the film, it exposes additional conceptualisations, discusses the dimensions of malaise (dearth futurism, potentialities, imposing irreality, other-less-ness, and consumerism claustrum) and offers the illustrated model “won from the void” depicting identity transition during the Covid-19 pandemic.
- ItemTechnology in human resource functions: Core systems, emerging trends and algorithmic management(Emerald Publishing, 2022-08-22) Jooss, Stefan; Duggan, James; Parry, Emma
- ItemGlobal talent and mobility in a decentralised multinational enterprise(Edward Elgar Publishing, 2020-02-28) McDonnell, Anthony; Jooss, Stefan; Scullion, Hugh; Dundon, Tony; Wilkinson, AdrianThis case examines several key issues and challenges faced by a European-owned, building materials sector multinational enterprise (MNE) that has grown rapidly over the past four decades based largely on an international strategy of cross-border acquisitions. The case highlights links between the business strategy and global talent management and, more particularly, the role of the corporate human resource (HR) function in the context of a company with a culture committed to delivering superior performance through a highly decentralised approach to managing international business operations. The case illustrates some of the complexity of global staffing and talent management issues in developed markets and also in the emerging markets of Central and Eastern Europe (CEE) and Asia. The talent management challenges are arguably more acute in these regions due to greater cultural and institutional differences, which results in a particular demand for a distinctive type of managerial talent which can operate effectively in these culturally complex and geographically distant markets (Skuza et al., 2013).
- ItemAssessing the degree of human resource innovation: an exploratory analysis of Irish hotel corporations(Emerald Publishing Limited, 2017-08) Jooss, Stefan; Burbach, RalfPurpose: Although a need for innovative approaches to the strategic management of human resources (HR) has been identified, many firms continue to rely solely on their HR information systems instead of adapting to the digital consumer with innovative tools and digital HR management (d-HRM). This research aims to evaluate critically the degree of digital innovation of HR practices in the Irish hotel industry. Methodology/approach: For this qualitative study, a total of 10 semi-structured interviews were conducted with key personnel at both corporate and property level HR in the two largest Irish hotel groups. Findings: Findings show an overall lack of technological innovation and most of the principal HR activities are digitalised to a very limited extent. In addition, the perception of the degree of digitalisation varies significantly between the managers in both organisations. Practical and social implications: In order to attract digital natives and to increase their competitiveness within the sector, Irish hotel corporations will need to invest significantly in innovation within their HR departments to capitalise on the strategic and operational advantages of d-HRM. Thus, a more strategic approach towards HR innovation is needed. Originality/value: This chapter operationalises the concept of HR innovation in the context of the hotel industry; it analyses the key HR activities in hotel operations with regard to the extent to which they are digitalised; and it develops a model of HR digitalisation that can be applied to the hotel and other industries. This research, therefore, contributes to the existing body of knowledge on HR innovation with a specific focus on the hotel industry.