Human Resource Management By Thakur Publication
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These changes in the MENA region have led to changes in the way governments have approached the HRM processes. The human resource management process is now considering the impact of social, political, and economic changes on HRM and how these affect employees and employers. The overarching focus of this paper is to examine and explore the relationship between employee and employer obligations in the MENA region. This is achieved by examining the impact of culture, social norms, and expectations on HRM practices as well as government institutions and regulations. These factors are examined in the context of the culture of each country. This paper explores the employer expectations and obligations of employees.
This paper adds to this existing literature by providing a new theoretical background for the study of HRM in the Middle East and North Africa (MENA) region. This theoretical model proposes the study of diversity management and inequalities within a relational theoretical framework. It considers the often-neglected role of culture in a diversity management framework, to understand the implications of culture for HRM practices in the MENA region.
In recent years, the Middle East and North Africa (MENA) region has been experiencing a paradigm shift in the area of HRM. New social, political, and economic conditions have resulted in a need to rethink HRM. As a result of the Arab Spring and the popular uprisings across the MENA region, a new political climate has been ushered in, resulting in changes in the way various governments think and act. This has brought about a change in the way the international community and the MENA region see human rights, particularly, the rights of women and other vulnerable groups such as indigenous people. In this context, the United Nations General Assembly passed a resolution on women’s economic, social, cultural, and political rights (10).
Keywords: diversity management, inequalities, nepotism, organisational and individual obligations, public health, social capital theory, socio-cultural context, value proposition model, work place.
Although the human resource value-proposition model (HR VPM) has been studied at a global level, there is a dearth of studies in the MENA region. This lack of studies is not due to a lack of interest in the subject, but rather to the belief that the cultural context of the MENA region is not conducive to carrying out HRM studies. The cultural context of the MENA region differs from other regions of the world with the majority of the population being Muslim, Arabic being the official language of the country, and the political and economic systems being governed by Islamic principles. This paper proposes a new theoretical model to understand the HRM practices of the MENA region.
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