This brief explores how the social reproduction roles of women in post-conflict settings impact their employment, productivity, and social justice, emphasizing the need for institutional and policy interventions to address gender inequalities and support women's economic participation.

The ILO human-centred agenda puts the needs, aspirations and rights of all people at the heart of economic, social and environmental policies. At the enterprise level, this approach calls for broader employee representation and involvement that could be powerful factors for productivity growth. However, the implementation of the human-centred agenda at the workplace level may be challenged by the use of artificial intelligence (AI) in various areas of corporate human resource management (HRM). While firms are enthusiastically embracing AI and digital technology in a number of HRM areas, their understanding of how such innovations affect the workforce often lags behind or is not viewed as a priority. This paper offers guidance as to when and where the use of AI in HRM should be encouraged, and where it is likely to cause more problems than it solves.

The ILO human-centred agenda puts the needs, aspirations and rights of all people at the heart of economic, social and environmental policies. At the enterprise level, this approach calls for broader employee representation and involvement that could be powerful factors for productivity growth. However, the implementation of the human-centred agenda at the workplace level may be challenged by the use of artificial intelligence (AI) in various areas of corporate human resource management (HRM). While firms are enthusiastically embracing AI and digital technology in a number of HRM areas, their understanding of how such innovations affect the workforce often lags behind or is not viewed as a priority. This paper offers guidance as to when and where the use of AI in HRM should be encouraged, and where it is likely to cause more problems than it solves.

This proposed symposium contributes directly to the Academy of Management (AoM) 2023 Conference theme of ‘Putting the Worker Front and Center’. The symposium examines emerging signs of human-centered human resource management (HRM) practices to increasing workplace productivity in four major economies in Asia, namely China, India, Japan and the Republic of Korea (countries listed in alphabetical order). This discussion will focus on the key characteristics of productivity in the four Asian countries selected for study and the role of labor productivity in contributing to the productivity of the respective countries. In particular, it examines the extent to which firms in these countries have adopted human-centered HRM practices to improve labor productivity, and ultimately firm’s productivity.

This proposed symposium contributes directly to the Academy of Management (AoM) 2022 Conference theme of ‘Creating a Better World Together’. The symposium examines emerging signs of human-centered human resource management (HRM) practices in several major emerging markets, namely Brazil, Russian Federation, India, China, and South Africa (BRICS) as these nations and firms within them respond to global challenges/megatrends as acknowledged in the ILO (2019) “Work for a brighter future” report and elsewhere. This discussion will focus on the major trends that shape the world of work in the modern society and affect HRM policies and practices, namely artificial intelligence (AI), digital technologies and innovation; environmental changes; demographic shifts; and globalization. The discussion will also address corporate HRM responses to the COVID-19 pandemic.

This article focuses on the role of multinational companies in transferring advanced human resource management practices to post-Communist countries. It reviews the lessons learned from the complex cultural and historical configuration of a transitional economy. The authors analyze 3M's experience in Russia and the results of interviews with the company managers. They summarize innovative solutions in hiring, training, motivating employees, and creating organizational culture, and discuss the company's position as a role model for emerging markets. © 2006 Wiley Periodicals, Inc.

Is there a trade-off between treating employees well and succeeding in business? Many employers assume that treating employees well means higher labour costs and lower profits. But a number of companies have found that they can do well by their employees and also succeed in business. People-centred management practices can make organisations more successful. In many cases, they actually reduce labour costs; in others, increased labour productivity more than offsets the costs of improving the well-being of workers. People-centred management spans a range of issues, from hiring and recruiting to employee involvement and union relationships, and corresponds clearly to many of the basic principles enshrined in International Labour Standards (ILS), promoted by the International Labour Organisation (ILO). The article is based on the authors' book, Corporate Through People: Making the International Labour Standards Work for You.

The practice of corporate philanthropy has evolved significantly over the past several decades and has now become an integral part of corporate strategy. This article identifies an emerging form of corporate community involvement called "Corporate Social Initiatives" (CSI). These programs differ from their predecessors in that they are connected to the firm's core values, responsive to moral pressures, based on the firm's core competencies, and have clear objectives and means of measurement. Firms are adopting these initiatives as a part of a strategy that seeks competitive advantage through reputation assets or as a response to perceived pressures from the moral marketplace. This article explicates the drivers behind the increased interest in CSI, relates CSI to changes in the environment of social expectations for business, reviews potential challenges to CSI programs, and suggests critical factors in the design of successful CSI programs.

Agency theorists argue that organizations typically get little value from using employees and that they should instead use nonemployees operating fully as residual claimants. Yet, even in a context where those theorists would predict virtually no employees—taxicab organizations—they are common. What drives the use of employment relationships in these organizations? The authors show how employment relationships are linked to firm capabilities and strategic opportunities in a sample of taxicab organizations, relying on arguments about the linkage of employment to the internal liquidity of labor, organizational routines, and internal cooperation. The theoretical arguments and findings suggest what organizations gain by having employment relationships and show that integrating the agency theoretic argument with the other theoretical arguments leads toward a resource-based view of strategy and human resources. The authors highlight the importance of embedding arguments on the internal management of human resources in the strategic and competitive context in which organizations operate. Their arguments also have implications for the resource-based approach to strategy in mapping the resource space of human assets in organizations and, within that space, directing attention to how organizations gain sustainable competitive advantage through managing human resources.

Using data from surveys of employees and their supervisors in eight companies in 1992, the authors examine how each of two forms of employee involvement affected an important dimension of individual performance, organizational citizenship behavior (OCB), defined as individual discretionary behavior that promotes the organization and is not explicitly rewarded. Involvement in work organization increased OCB both indirectly, by changing the job characteristics of individual tasks, and directly, independent of such changes. In contrast, involvement in decisions governing employment practices had only small indirect effects on OCB and no direct effect. These results inform the contemporary debate in labor law concerning the appropriate scope for employee involvement plans as well as the debate about the mechanism through which new production systems affect employee performance.