揭示卡塔尔化:在实施成功的劳动力国有化背景下的战略人力资源管理视角

IF 4.9 2区 管理学 Q1 MANAGEMENT
Saïd Elbanna, Tahniyath Fatima, Abdulla Fetais, Othman Al Thawadi
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引用次数: 0

摘要

摘要本研究的动机是关于政府政策方面的战略性人力资源管理的文献尚不成熟,而海湾合作委员会(GCC)国家人力资源管理国有化政策的实证研究缺乏。因此,它采用了一个过程为导向的战略人力资源管理的角度,通过开发和检查的先决条件和卡塔尔劳动力实施质量的结果的综合框架。战略规划过程的三个方面为这一框架提供了信息,即制定、实施和评估,它们是卡塔尔化战略实施质量的决定因素,以及后者如何与三套战略规划变量一起影响这一战略的成功。在调查来自卡塔尔组织的313名经理时,该研究为文献的几个流做出了贡献:战略人力资源管理,国有化和战略管理,其中的研究结果表明,卡塔尔化战略的实施质量是由战略规划过程的所有三个方面形成的,如果没有这样一个综合的观点,这个战略的成功就不能充分地成为目标。然而,研究结果也表明,这三个方面对这一战略的成功贡献并不相等。这些发现为管理者带来了一些启示,包括注意综合战略规划的综合概念的重要性,以及正式规划在确保公共授权的人力资源管理战略成功时所起的重要作用。关键词:卡塔尔化人力资源管理战略实施劳动力国有化战略人力资源管理战略成功劳动政策致谢本文所作的陈述完全是作者的责任。披露声明作者未报告潜在的利益冲突。数据可用性声明支持研究结果的数据将在卡塔尔国家图书馆提供,从出版之日起为期6个月的禁令,以允许研究结果商业化。附注1附录1作为补充材料提交,显示了我们测量中使用的项目及其标准化因素负荷。卡塔尔国家图书馆提供的开放获取资金。本文得到卡塔尔国家研究基金(卡塔尔基金会成员)NPRP拨款[12S-0311-190314]的资助。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Unveiling Qatarization: a strategic HRM perspective on the context of implementing successful workforce nationalization
AbstractThis study is motivated by the infancy of literature on strategic HRM in regard to government policies and the lack of empirical research on the HRM policy of nationalization in the countries of the Gulf Cooperation Council (GCC). As such, it adopts a process oriented strategic HRM perspective through developing and examining an integrative framework of the antecedents and outcomes of the quality of the implementation of the Qatarized workforce in Qatar. This framework is informed by three aspects of the strategic planning process, namely, formulation, implementation, and evaluation, as determinants of the quality of implementation of the Qatarization strategy and how the latter, along with the three sets of strategic planning variables, influence the success of this strategy. In surveying 313 managers from organizations in Qatar, the study contributes to several streams of the literature: strategic HRM, nationalization, and strategic management, where the findings show that the implementation quality of Qatarization strategy is shaped by all three as aspects of the strategic planning process and that the success of this strategy cannot adequately be targeted without such an integrative perspective. However, the findings also suggest that the three aspects do not contribute equally to the success of this strategy. These findings entail several implications for managers, including the importance of paying heed to the comprehensive concept of integrative strategic planning in general, and the important role that formal planning plays when ensuring the success of publicly mandated HRM strategies.Keywords: QatarizationHRM strategy implementationworkforce nationalizationgCCstrategic HRMstrategy successlabor policy AcknowledgementsThe statements made herein are solely the responsibility of the authors.Disclosure statementNo potential conflict of interest was reported by the author(s).Data availability statementThe data that support the findings will be available in Qatar National Library following a 6-month embargo from the date of publication to allow for commercialization of research findings.Notes1 Appendix I, submitted as supplementary additional material, shows the items used in our measures and their standardized factor loadings.Additional informationFundingOpen Access funding provided by the Qatar National Library. This paper was made possible by NPRP grant # [12S-0311-190314] from the Qatar National Research Fund (a member of Qatar Foundation).
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来源期刊
CiteScore
11.70
自引率
7.10%
发文量
77
期刊介绍: International Journal of Human Resource Management is the forum for HRM scholars and professionals worldwide. Concerned with the expanding role of strategic human resource management in a fast-changing global environment, the journal focuses on future trends in human resource management, drawing on empirical research in the areas of strategic management, international business, organizational behaviour, personnel management and industrial relations that arise from: -internationalization- technological change- market integration- new concepts of line management- increased competition- changing corporate climates Now publishing twenty-two issues per year, The International Journal of Human Resource Management encourages strategically focused articles on a wide range of issues including employee participation, human resource flow, reward systems and high commitment work systems. It is an essential publication in an exciting field, examining all management decisions that affect the relationship between an organization and its employees. Features include; -comparative contributions from both developed and developing countries- special issues based on conferences and current issues- international bibliographies- international data sets- reviews
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