Management of human resources in Oman

Al‐Hamadi, Abdul Basit; Budhwar, Pawan; Shipton, Helen

doi:10.1080/09585190601068383

Cited by 69 publications

(28 citation statements)

References 14 publications

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“…14 Another study examined evidence from key national initiatives that are said to be influential on HRM practices in Oman. 15 Their findings are consistent with the view that national culture, including religion and tribal allegiance, has a significant influence on HRM practices. Similar evidence has been found in the context of Saudi Arabia where the political environment and legal frameworks affect the labour market and HRM systems.…”

Section: Literature Reviewsupporting

confidence: 83%

Rhetorics and realities of management practices in Pakistan: Colonial, post-colonial and post-9/11 influences

2013

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Section: Literature Reviewsupporting

confidence: 83%

Rhetorics and realities of management practices in Pakistan: Colonial, post-colonial and post-9/11 influences

2013

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“…These features are among those that could shape the HR function as highlighted by previous research on HRM in transitional economies (Al-Hamadi, Budhwar, & Shipton, 2007;Gamble, 2003;Leat & El-Kot, 2007;Mellahi, 2007;Mellahi & Frynas, 2003).…”

Section: The Tunisian Contextmentioning

confidence: 89%

Hybridization: striking a balance between adoption and adaptation of human resource management practices in French multinational corporations and their Tunisian subsidiaries

Yahiaoui

2014

The International Journal of Human Resource Management

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International management research has tended to approach the transfer of human resource management (HRM) practices by examining the one-way transfer from parent companies to their subsidiaries, their adaptation to the subsidiaries' local context and, more recently, the reverse transfer of HRM practices from subsidiaries to their headquarters. This article aims to analyse the transfer of HRM practices from headquarters to their foreign subsidiaries through the process of hybridization. Although numerous studies focus on the transfer of HRM practices between economically developed countries or from these countries to transitional economies, few have considered French multinational corporations (MNCs) operating in excolonized countries. This paper addresses the ways in which the HRM hybridization process is implemented in two French subsidiaries operating in Tunisia. It focuses on the dual perspectives of managerial staff at headquarters and subsidiaries as well as shop floor employees in the subsidiaries. A range of HRM practices (recruitment and selection, compensation, performance appraisal and career management) is analysed from their transfer to their reinterpretation. The results show the importance of the concept of hybridization on HRM practice transfer through a multi-level analysis of the strategies used by various stakeholders during the hybridization process. The paper also provides useful insights into the factors of hybridization that may foster or inhibit the transfer and adoption of HRM practices by foreign subsidiaries. These include the relational context, the type of practices transferred, the interests of different professional categories and their social interactions. Based on these factors, several hybridizations are identified. The study points out the specificity of the Tunisian context and shows that institutional factors have less influence on the transfer of HRM practices in ex-colonized countries than cultural factors that have a transversal influence on different HRM practices. Key cultural factors constraining the transfer include emotional relationships and interpersonal trust. Moreover, the international transfer of HRM practices from MNCs to ex-colonized transitional countries requires taking into account the post-colonialism and fascination effects.

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“…In Oman, however, instructors from traditional Anglophone countries frequently constitute a minority in university English Departments. Further, unlike Gulf countries such as the United Arab Emirates where, according to Syed (2003), the midlevel administration of educational institutions is largely in the hands of expatriates and tertiary-level English teaching is undertaken predominantly by 'inner circle' NESTs, in Oman, the administrative and management positions are predominantly filled by Omanis (Al Shmeli 2009) in reflection of the country's Omanisation policy 1 (Al-Hamadi, Budhwar, and Shipton 2007).…”

Section: Introductionmentioning

confidence: 99%

Recognising English accents in the community: Omani students' accent preferences and perceptions of nativeness

Buckingham

2014

Journal of Multilingual and Multicultural Development

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Cataloged from PDF version of article.Previous research has revealed that although EFL students may claim to prefer British/US accents they often have difficulty identifying them, especially when such accents may differ from 'standard' accents presented in ELT materials. In the Gulf, English is widely used as a lingua franca or as a second language by the large expatriate workforce. Particular accents in English characteristic for L1 speakers of Arabic or South Asian languages are commonly heard in the education and service sectors. This study investigates whether Omani university students are able to distinguish between native English speaker (NES) and non-native English speaker NNES EFL teachers' accents commonly heard in their educational context and their evaluations of these accents as pedagogical models. Specifically, the study seeks to ascertain whether a relationship exists between students' assumptions regarding the NES status of an EFL teacher and their evaluations of the teacher's accent as a suitable model for pronunciation. Results show that, in most cases, a moderate to strong correlation exists between these two variables, particularly among students who claim that having a NES teacher is desirable for the purpose of improving pronunciation

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Management of human resources in Oman

Cited by 69 publications

References 14 publications

Rhetorics and realities of management practices in Pakistan: Colonial, post-colonial and post-9/11 influences

Rhetorics and realities of management practices in Pakistan: Colonial, post-colonial and post-9/11 influences

Hybridization: striking a balance between adoption and adaptation of human resource management practices in French multinational corporations and their Tunisian subsidiaries

Recognising English accents in the community: Omani students' accent preferences and perceptions of nativeness

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