PurposeThis research paper seeks to identify multiple stakeholder perceptions relating to the level of graduateness of a group of business school graduates in Palestine.Design/methodology/approachAn exploratory mixed method approach was employed. Survey data provided the quantitative information that was analysed using statistical package for the social sciences (SPSS). Interviews of 1.5–2 h duration were conducted to gather the qualitative data. The study utilised an inductive thematic approach to analyse these data.FindingsEmployers were resolute in the view that despite the high level of youth unemployment in Palestine, they still had difficulty in sourcing suitably qualified graduates. Collaboration between employers and higher education providers is not of a level that supports the development of graduateness. The identified key skill shortages occurred in the soft skills area, for example, written and verbal communication, language and problem-solving skills, negotiation and conflict resolution.Research limitations/implicationsAs an exploratory research study, there are opportunities for future research investigating more deeply the themes identified and the success or otherwise of the recommended initiatives.Practical implicationsThis study has implications for both educationalists and policymakers, regarding the prioritisation of development funding and of policies and practices aimed at improving youth employment. There are implications for all stakeholders with regard to collaboration in curriculum development, provision of education, and training and development programmes targeting young people to ensure that they are work ready.Originality/valueThis paper is one of the first to examine the skills gap between business schools' graduates and employment in Palestine.

This paper endeavors to portray the narratives of a group of female undergraduate students, in Saudi Arabia, studying during the Covid-19 pandemic. Data collection occurred in March 2021, at which time students had been in online classes for a year and had experienced several curfews as well as a total lockdown. Students answered open-ended questions and wrote a reflection about how they experienced the pandemic. The majority of the participants reported sleep disturbances, depression, anxiety, and social isolation, identifying their family as the most important source of support during this time. Others tried to cope using their own resources. The study highlighted the need for increased awareness among faculty, education leaders and policy-makers about the psychological effects of lockdown and social isolation. There is a requirement for more support services for those affected by anxiety, depression, and regular follow-up after the pandemic ends to explore the long-term consequences.

This research focused on the New Zealand finance sector and was designed to answer questions about the preparedness of executives to manage transnational companies, and about the level of capability of firms' human resource systems of recruiting, developing, retaining and using globally competent managers and executives.The data were obtained via semi-structured interviews with the human resource director and/or with senior managers from each organization, who were actively involved in the change process. The questions were designed to test for the presence of variables consistent with Adler and Bartholomew's (1992) representation of a transnational manager.The research revealed a significant gap between the level of knowledge, skills and abilities of the managers in this sector and those required of transnational management.In 1984, the New Zealand finance sector was deregulated and in response to the newly created competitive environment, underwent a period of strategic change never before experienced in the sector's history. Since that time insurance companies have demutualized, new companies have entered the market, banks have entered the insurance market and insurance companies have entered the banking market. New Zealand has not been immune from the changes impacting upon the finance sector throughout the world. Globalization, economies of scale, cost reduction and the need to access new markets, especially those of Asia Pacific, are driving the changes in the environment. Global firms, with complex financial and corporate structures, have emerged as dominant players and are now doing business in the New Zealand market.-When commenting on the implications of the globalization of operations, Adler and Bartholomew (1992) said that the strategy (the what) is globalizing faster than the implementation (the how) and much faster than the individual managers and

Purpose – The purpose of this paper is to report on the findings of a study exploring the challenges confronting the provision of human resource development (HRD) in large Palestinian organizations. Design/methodology/approach – A mixed methods approach was used to gather the data. The quantitative data were analysed using statistical programme for social sciences. Qualitative data were analysed using thematic analysis. Findings – The first challenge pertained to the need for large-scale investment in human capital while at the same time facing serious resource constraints. Additional challenges were; the operational nature of the HR function, the limited training and development expertise and the lack of alignment between educational institutions and employers’ needs. Research limitations/implications – This exploratory study provides recommendations for future explanatory research to contribute to the literature examining national human resource development (NHRD) in high-conflict societies. Practical implications – The findings have implications for both policy makers and the HRD profession. There are also implications for the prioritization of development funding. Social implications – There is an identified need for closer alignment between the country’s education system, the needs of the workplace and the HRD function in organizations. The overarching recommendation is that the HRD function be considered from a NHRD and human capital theory perspectives. Originality/value – This study is the first of its type to be conducted in Palestine. The findings highlight the importance of NHRD to the sustainable nation-building process in Palestine.

This chapter examines the influence of context on leadership styles in a higher education institution. Specifically, the enactment of leadership, the consequence of differing leadership styles, and the resultant interpersonal conflict. Informed by the empirical literature examining the Middle East, workplace stress and conflict, leadership and interpersonal communication, the chapter highlights the consequences of a high-conflict external context and the resultant constraints on human resource policies and practices. The recommendations include establishing a leadership development program aimed at creating an awareness of different leadership styles and the leadership of diverse groups. This includes the implementation of a cultural change program, programs to support the empowerment of minority groups, management education focusing on conflict resolution. The chapter adds to the body of literature by addressing the challenges confronting leadership in a high conflict context.