case study on challenges in hrm

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Cases in Human Resource Management

• David Kimball - Elms College
• Description

Cases in Human Resource Management provides students with insights into common challenges, dilemmas, and issues human resource managers face in the workplace. Using a wide variety of well-known companies and organizations, author David Kimball engages students with original, real-world cases that illustrate HRM topics and functions in action. Each case is designed to encourage students to find new solutions to human resource issues and to stimulate class discussion. Case questions challenge students to think critically, apply concepts, and develop their HRM skills. The contents are organized using the same topical coverage and structure as most HRM textbooks, making Kimball the ideal companion for any introductory HRM course.

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May adopt as a supplementary Text in the future.

KEY FEATURES

• Original case studies bring concepts to life through a number of well-known organizations, including Apple, Amazon, Google, LinkedIn, and Zappos.
• Case questions require students to think critically about HR issues and apply HR concepts to each case.
• An emphasis on important issues and current trends in HRM brings up key topics in the field such as state and federal minimum wage, succession planning, executive compensation, mindfulness, cyber attacks, CSR, and managing a multigenerational workforce.
• A chapter on international HRM topics examines important issues like that of helping expatriates succeed.

Sample Materials & Chapters

Chapter 7: Training, Leading, Talent Management and Development

Chapter 16: Global Issues for Human Resource Managers

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1.4 Cases and Problems

Chapter summary.

• Human resource management is the process of employing people, training them, compensating them, developing policies relating to the workplace, and developing strategies to retain employees. Three certification exams, which are offered by the Human Resource Certification Institute, can be taken to show HRM skills and become more marketable.
• Human resource management involves seven main areas: (1) staffing, (2) workplace policies, (3) benefits and compensation, (4) retention, (5) training, (6) employment laws, and (7) employee protection.
• Human resource managers need many different types of skills. Being able to organize, multitask, and communicate effectively, as well as having specific job skills, such as how to run a particular computer program, and a sense of fairness and ethics, is crucial to a successful career in HRM.
• There are many contemporary challenges associated with HRM. First, it is up to everyone in the organization to contain costs. HR managers need to look at their individual departments and demonstrate the necessity and value of their functions to the organization. HR managers can also help contain costs in several ways, such as managing benefits plans and compensation and providing training.
• The fast-changing nature of technology is also a challenge in HRM. As new technologies are developed, employees may be able to implement innovative ways of working such as flextime . HR managers are also responsible for developing policies dealing with cyberloafing and other workplace time wasters revolving around technology. Employee stress and lack of work-life balance are also greatly influenced by technology.
• Awareness of the changes in the economy allows the human resource manager to adequately plan for reductions and additions to the workforce.
• The aging and changing workforce is our final factor. As baby boomers retire, there likely will not be enough people to replace them, and many of the skills the baby boomers have may be lost. In addition, having to work with multiple generations at once can create challenges as different expectations and needs arise from multigenerational workforces.

Chapter Case

Changes, Changes

Jennifer, the owner and manager of a company with ten employees, has hired you to take over the HRM function so she can focus on other areas of her business. During your first two weeks, you find out that the company has been greatly affected by the up economy and is expected to experience overall revenue growth by 10 percent over the next three years, with some quarters seeing growth as high as 30 percent. However, five of the ten workers are expected to retire within three years. These workers have been with the organization since the beginning and provide a unique historical perspective of the company. The other five workers are of diverse ages.

In addition to these changes, Jennifer believes they may be able to save costs by allowing employees to telecommute one to two days per week. She has some concerns about productivity if she allows employees to work from home. Despite these concerns, Jennifer has even considered closing down the physical office and making her company a virtual organization, but she wonders how such a major change will affect the ability to communicate and worker motivation.

Jennifer shares with you her thoughts about the costs of health care on the organization. She has considered cutting benefits entirely and having her employees work for her on a contract basis, instead of being full-time employees. She isn’t sure if this would be a good choice.

Jennifer schedules a meeting with you to discuss some of her thoughts. To prepare for the meeting, you perform research so you can impress your new boss with recommendations on the challenges presented.

• Point out which changes are occurring in the business that affect HRM.
• What are some considerations the company and HR should be aware of when making changes related to this case study?
• What would the initial steps be to start planning for these changes?
• What would your role be in implementing these changes? What would Jennifer’s role be?

Team Activities

• In a group of two to three people, research possible career paths in HRM and prepare a PowerPoint presentation to discuss your findings.
• Interview an HR manager and discuss his or her career path, skills, and daily tasks. Present your findings to your class.

Human Resource Management Copyright © 2016 by University of Minnesota is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License , except where otherwise noted.

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Contemporary HRM Issues in the 21st Century

Table of contents, section i: the contemporary workplace, hrm in the contemporary workplace, managing talent: a contemporary issue or a case of old wine in new bottles, section ii: managing the individual at work, psychological contracts, career management in the 21st century, hrm and the service sector, case studies, section iii: managing the issues at work, risk and crisis management, mental health and well-being at work, the dark side of work, section iv: emerging issues at work, to test or not to test: drug and genetic testing in the 21st century workplace, employer and employee vetting: reputation management challenges in the information age, sustainable hrm: rhetoric versus reality, work design in the 21st century: a case of back to the future or forward to the past, codes of conduct: are they worth the paper they are written on.

• Peter Holland

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HRM / Organizational behaviour Case Study

The tata group: hr challenges.

Publication Year :  2006

Authors:  Doris John & Vasudha.A

Industry:  Conglomerates

Region: India

Case Code:  HRM0026C

Teaching Note:  Available

Structured Assignment:  Not Available

The case allows for discussion on challenges faced by large conglomerates in adopting standardized HR policies. It also allows discussion on issues pertaining to employer branding and how the brand equity could be sustained in a globalised scenario.

• To discuss Tata's HR initiatives as a model employer
• To discuss how the Tata brand equity could be sustained in its quest for growth across the globe and if the brand would suffer dilution in its pursuit for growth.

Keywords :  Employer Branding, Tata Group, HRM Case Study, Ratan Tata, JRD Tata, Corporate Branding, TBEM, TCS, Tata Steel, Tata Motors, Balanced Score Card, Brockbank Model, Tata Work Levels, Performance Ethics, Quality of Work Life, Employee Retention

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• � Tata: The Most Admired Brand
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HRM Case Studies With Solutions

Let’s study Human Resource Management Case Studies with solutions. HRM Case studies play a vital role in management education especially in subjects like Human Resource Management (HRM), Personnel Management, PAAP and related subjects.

It gives a clear picture of the concepts when you practise them through case studies. Here we have given some live HRM case studies that are short, useful & interesting. This will allow you to think beyond the theoretical part and make you capable to apply the concepts in real-time situations.

Table of Contents

We are also providing solutions which are free of cost. We welcome your feedback about these HRM case studies.

Below are short and simple Case Studies on HRM with Solutions, Questions, and Answers.

HRM Case Study 1

Harsha and Franklin both of them are postgraduates in management under different streams from the same B-School. Both of them are close to each other from the college days itself and the same friendship is continuing in the organization too as they are placed in the same company, Hy-tech technology solutions. Harsha placed in the HR department as employee counsellor and Franklin in the finance department as a key finance executive. As per the grade is concerned both are at the same level but when responsibility is concerned Franklin is holding more responsibility being in core finance.

By nature, Harsha is friendly in nature and ready to help the needy. Franklin is silent in nature ready to help if approached personally and always a bit egoistic in nature. They have successfully completed 4 years in the organization. And management is very much satisfied with both of them as they are equally talented and constant performers.

Harsha felt that now a day’s Franklin is not like as he uses to be in the past. She noticed some behavioural changes with him. During general conversations, she feels that Franklin is taunting her that she is famous among the employees in the organization, on the other hand, he is not even recognized by fellow employees.

One morning Mr. Mehta General Manager Hy-tech technology solutions shocked while going through the mail received from Franklin about his resignation. Mr. Mehta called Harsha immediately and discussed the same as she is close to Franklin. By hearing the news Harsha got stunned and said that she does not know this before she also revealed here current experience with him. Mr. Mehta who does not want to lose both of them promised her that he will handle this and he won’t allow Franklin to resign.

In the afternoon Mr. Metha took Franklin to Canteen to make him comfortable after some general discussion he starts on the issue. Franklin, after some hesitation, opened his thinking in front of Mr. Mehta. The problem of Franklin is

1) when he comes alone to canteen the people from others don’t even recognize him but if he accompanied by Harsha he gets well treated by others.

2) one day Both of them entered the company together the security in the gate wished them but the next day when he came alone the same security did not do so.

3) Even in meetings held in the office, the points raised by Harsha will get more value so many times he keeps silent in the meeting.

It happens to Franklin that he has to face such degradation in each day of work which totally disturbs him. Franklin also questioned that ” Harsha and myself have the same qualification, from the same institute, passed out in the same year both with first class. We have the same number of experiences in this organization. Moreover, the responsibilities with me are more valuable than those of Harsha. After all these things if I am been ignored or unrecognized by the fellow employees my ego does not allow me to continue here”.

By listening to this statement Mr.Metha felt that it is not going to be very difficult to stop his resignation. Mr. Mehta explained Franklin the reasons for such partial behaviour of the employees. After listening to Mr. Mehta Franklin said sorry for his reaction and ready to take back his resignation. And he called Harsha and spoke with like before.

Questions for HRM Case Studies: Case Study 1

Find the reason that Mr. Mehta would have given to Franklin.

Solution for HRM Case Study 1

Mr. Mehta listening to this case understood the situation and realized the reason behind the partial response given by the employees towards Franklin and Harsha. As Franklin said both Harsha and Franklin are passed out from the same college in the same year. Both of them joined the company together both have the same experience. Even in performance-wise, both stands in the same level i.e. both are constant performers and good performers.

Franklin analyzed all the above-said similarities between him and Harsha. He also stated that he holds more responsibility than that of Harsha. One thing Franklin did not notice or analyzed is the job profile of Harsha. It is true that Franklin holds more responsibility than that of Harsha but when it comes to direct interaction with employees Harsha wins the employees’ attention in this aspect. Harsha being a counsellor in HR she faces the employees every day. She developed good rapport among the employees due to her friendly nature. She is always remembered by the employees whenever they face any problem as she gives good counselling and most of the time she suggests the best solutions for such issues.

Franklin though holding a key position in finance his profile does not allow him to interact with the employees. Though he has a helping tendency he does only when someone approached him personally. As the employees of other departments do not have any relation with him they never approach him for help. Mr. Mehta having a good experience understood these things when Franklin explained his problems one by one. Later he relates each situation, explained by Franklin with the above said reasons and made Franklin understood the reality.

Mr. Mehta said that the security in the gate or the employees in the canteen who recognized Harsha and not Franklin would have interacted with her during counselling or approached her for any issues. And as usual, she would have counselled well or solved the issues of them that is the reason why they treat her and wish her whenever where ever they meet her. When it comes to the case of Franklin they would have hardly met him or interacted with him.

When it comes to the point that even in-office meetings Harsha, points are valued so Franklin keeps mum. For this, Mr. Mehta replied that the points put forward by her would be related to employees or from the employees’ point of view which actually the management wants to know so they give value to her points. And as quoted Fraklin after, one or two such incidents keep silent in the meeting. He never made an attempt to raise some suggestions so management does not have any option to listen to that suggestion.

After listening to all the explanations given by Mr. Mehta Franklin realized his mistake and felt proud of the Rapport developed by Harsha among the employees. He said to Mr. Mehta that he will take back his resignation. And rushed to Harsha to make an apology and to meet her as a friend as like his college days.

HRM Case Studies Part 2:

HRM Case Study 2

Watson Public Ltd Company is well known for its welfare activities and employee-oriented schemes in the manufacturing industry for more than ten decades. The company employs more than 800 workers and 150 administrative staff and 80 management-level employees. The Top-level management views all the employees at the same level. This can be clearly understood by seeing the uniform of the company which is the Same for all starting from MD to floor level workers. The company has 2 different cafeterias at different places one near the plant for workers and others near the Administration building. Though the place is different the amenities, infrastructure and the food provided are of the same quality. In short, the company stands by the rule of Employee Equality.

The company has one registered trade union. The relationship between the union and the management is very cordial. The company has not lost a single man day due to strike. The company is not a paymaster in that industry. The compensation policy of that company, when compared to other similar companies, is very less still the employees don’t have many grievances due to the other benefits provided by the company. But the company is facing a countable number of problems in supplying the materials in the recent past days. Problems like quality issues, mismatch in packing materials (placing material A in the box of material B) incorrect labelling of material, not dispatching the material on time, etc…

The management views the case as there are loopholes in the system of various departments and hand over the responsibility to the HR department to solve the issue. When the HR manager goes through the issues he realized that the issues are not relating to the system but it relates to the employees. When investigated he come to know that the reason behind the casual approach by employees in work is

• The company hired new employees for a higher-level post without considering the potential internal candidates.
• The newly hired employees are placed with higher packages than that of existing employees in the same cadre.
• Narrate the case with a suitable title for the case. Justify your title.

Solution for HRM Case Case Study 2

Employee Equality is not the need for every hour. In the above-said case, Watson Ltd had provided all facilities to employees at each grade in an equal manner. But still, the employees started creating certain issues like materials are meeting the quality supply schedule is not met etc. And the HR manager said that the policy of hiring new employees for the higher post without considering old potential employees is the major problem.

“Employee recognition VS Employee equality ”. As the HR manager states that employees are not been recognized for the potential rather the company has gone for new recruitment. Because of which the company faces problems.

• The points rose by the HR manager as the reason for the latest issues in the organization is justifiable or not. Support your answer with Human resource related concepts.

Yes, the points raised by the HR manager is justifiable because “Human beings are social Animals as popularly” said by many Human resources Scholars. So human minds demand social recognition, self-respect, consideration, etc for their work and performance.

In the above-said case, even the company provides and stands by the concept of employee equality when it fails to recognize the potential talents of existing employee they felt dissatisfaction towards the organization and they showed in the way of quality issues and slow down production.

Related HR concept.

Slow down Production:

The concept of slow down production is a type of employee’s strike. The Industrial Relations sates that when the employee wants to show their dissatisfaction to the management but don’t want to go for strike they follow slow down strike. The impact of which will be understood after a particular time period.

Employee Recognition:

Human beings can be easily motivated by Rewards and recognition than that of money. In this case, also the employee is not satisfied even after all facilities just because of the reason that they are not recognized.

Hawthrone Experiment:

In the four types of test conducted by Elton Mayo, the remarkable hike in production is recognized in the stage when they consulted the employees for the management decisions regarding them. The same thing was missing in Watson Ltd. Before the new hires if the management consulted the employees both management and employees would have avoided this issue

Hygiene Factor:

The theory of hygiene factors states that there are certain factors related to employees the presence of which will not create a major impact but the absence of such things will lead to a de motivation to the employees. Employee Recognition is one such factor when the management fails to do so it will Detroit the employees to a great extent.

• Help the organization to come out from this critical issue. If you are in the role of HR manager what will be your immediate step to solve this case.

If I was in the post of the HR manager I will try to discuss the issue and ask for the reason from the management for new recruiting rather than considering available potential talents. I will personally analyse the reasons provided by management and if acceptable I will discuss the same with the employees. Everything is possible with a discussion. So I will discuss and convince the employee that this won’t happen again in the organization. I will also initiate the collective bargaining process for reasonable salary hike for the existing employees.

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The state of HRM in the Middle East: Challenges and future research agenda

• Perspectives
• Open access
• Published: 01 July 2018
• Volume 36 , pages 905–933, ( 2019 )

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• Pawan Budhwar 1 ,
• Vijay Pereira   ORCID: orcid.org/0000-0001-6755-0793 2 , 3 ,
• Kamel Mellahi 4 &
• Sanjay Kumar Singh 5  

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A Correction to this article was published on 25 July 2018

This article has been updated

Based on a robust structured literature analysis, this paper highlights the key developments in the field of human resource management (HRM) in the Middle East. Utilizing the institutional perspective, the analysis contributes to the literature on HRM in the Middle East by focusing on four key themes. First, it highlights the topical need to analyze the context-specific nature of HRM in the region. Second, via the adoption of a systematic review, it highlights state of development in HRM in the research analysis set-up. Third, the analysis also helps to reveal the challenges facing the HRM function in the Middle East. Fourth, it presents an agenda for future research in the form of research directions. While doing the above, it revisits the notions of “universalistic” and “best practice” HRM (convergence) versus “best-fit” or context distinctive (divergence) and also alternate models/diffusion of HRM (crossvergence) in the Middle Eastern context. The analysis, based on the framework of cross-national HRM comparisons, helps to make both theoretical and practical implications.

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The developments in the field of human resource management (HRM), especially in the developed parts of the world, are now well documented (see Jackson, Schuler, & Jiang, 2014 for a detailed review of the field). Also, increasing attempts are being made to highlight the state of HRM field in emerging markets (e.g., Horwitz & Budhwar, 2015 ), under researched countries (e.g., see Nguyen, Teo, & Ho, 2018 for a review on HRM in Vietnam) and other parts of the world (e.g., Chen, Chuang, & Chen, 2018 ). Over the past couple of decades, we can see a steady stream of research emerging related to HR issues in the Middle East. A literature review of last three years highlights a surge in HR-related research for this context (see Table  6 ). It also reveals a fragmented picture of the scene and the clear absence of a comprehensive review which can not only help to report the key developments in the field, but also guide future research. An attempt is made in this paper to address such gaps.

There are a variety of reasons which support the topical need for this analysis. An overarching one is the strong scarcity of reliable literature and its systematic contextual analysis on the topic of HRM and the growing interest of both researchers and practitioners in the region of the Middle East (see Afiouni, Ruël, & Schuler, 2014 ; Budhwar & Mellahi, 2016 ). Also, the Middle Eastern context is a unique and interesting ground for studying and researching international HRM (IHRM) because of the unique nature of the workforce in this region, who are predominantly expatriates from different parts of the world.

A number of related reasons include the developments in the fields of HRM and IHRM where the present debate is linked to the contribution of the HR function towards organizational performance (e.g., Chow, Teo, & Chew, 2013 ; Gerrard & Lockett, 2018 ; Kim & Sung-Choon, 2013 ; Ma, Long, Zhang, Zhang, & Lam, 2017 ) (to what extent this is valid for firms operating in the Middle East?) and the convergence-divergence thesis (to what extent HRM in the Middle East is converging-diverging with other parts of the world) respectively; growing interest of businesses, researchers and policy makers in the region as it continues to economically grow amidst of socio-political and security-related developments, some of which are still unfolding; there are regular calls for such analysis for the under-researched parts of the world (e.g., Gao, Zuzul, Jones, & Khanna, 2017 ); and the influence of the unique socio-cultural and the rapidly changing institutional set-up of the Middle East (e.g., the nationalization programs being pursued dealing with recruitment and development of citizens to increase their employability, thereby reducing the country’s dependence on an expatriate workforce) is not yet adequately researched. Moreover, in the absence of robust information, it is not clear about the nature and intensity of forces determining the approaches adopted to managing human resources and their suitability for firms operating there; and to highlight the context-specific nature of the HRM function and the prevalence of dominant indigenous HRM approaches for the region (Afiouni et al., 2014 ; Budhwar & Mellahi, 2016 ). All such factors create huge research avenues for further theory development and developing context specific best HRM practices.

Accordingly, the main aims of this paper are twofold: first, to highlight the current state of HRM development in the Middle East, and second, to set an agenda for future HRM research for the region. Our analysis is aimed to respond to regular calls made by scholars in the field (e.g., Budhwar, Varma, & Patel, 2016 ; Cooke, 2018 ) for systematic reviews of developments in the field of HRM for under researched contexts. We utilize the institutional theory (DiMaggio & Powell, 1983 ) to guide our analysis. The institutional theory helps to reveal how contextual forces (such as cultural, legal, economic, political, among others) influence change in the nature of managerial practices (including HRM) according to change in the institutional environment of a given set-up (in this case the region of the Middle East) (for details see DiMaggio & Powell, 1983 ; Scott, 2008 ).

By doing so, our paper is expected to make useful theoretical implications. It is also expected to guide future research investigations and help practitioners to develop context-relevant HRM policies and practices. The remaining paper is structured as following. Initially, we present a brief about the Middle Eastern context, emphasizing the changes in its business environment linking it with the institutional theory perspective. This is followed by a description of our approach to literature analysis. Next, we present an overview on the developments in HRM in the Middle East. This is followed by themes identified for future research. Finally, we discuss the theoretical and practical implications of our analysis.

The Middle East context—An institutional perspective

Broadly speaking, the term Middle East defines a cultural area, which does not have precise borders. A variety of terminologies have been used to denote the region. These vary from “Middle East,” “Near East,” “Middle East-North Africa (MENA),” “Southwest Asia,” “Greater Middle East,” “Levant,” “Arabian Peninsula” or the “Arab World” in a very general sense, terms used by both academics and policy makers (see Budhwar & Mellahi, 2016 ). For our analysis, we use the wider version of the Middle East which includes not only the Gulf Cooperation Council (GCC) states, but also MENA countries. The region is the birthplace of three main religions—Islam (followed by approximately 95% of the total population out of which 85% are Sunnis and remaining Shias), Judaism and Christianity. The population of the Middle East is over 380 million. The region also hosts around 65% of the world’s known oil reserves.

From an institutional theory perspective and in order to have a good understanding of the Middle Eastern context, we consider three components of its institutional contexts—regulatory (covering topics like the governance structures, legal framework), cognitive (focusing on topics like shared social knowledge) and normative (such as culture depicted via norms dictating life style, commonly held assumptions and beliefs) (for details see Scott, 2008 ; Powell & DiMaggio, 2012 ). New institutionalism in particular, highlights the isomorphism of organizational policies and practices in a given environment and is based on three mechanisms of coercive (e.g., political influence of key institutions, such as the government), mimetic (emphasizing on the forces in the external environment creating uncertainties and influencing performance) and normative (e.g., adopting acceptable standards and routines). These mechanisms of isomorphism tend to create homogeneity of HRM development in a given context (for details see Scott, 2004 , 2008 ; Greenwood & Hinings, 1996 ). Indeed, the impact of these mechanisms on HRM is context specific and results in heterogeneity of HRM development for specific context(s). A framework based on such components is known to facilitate the conduct our proposed context-specific HRM analysis; a call regularly made by scholars (e.g., Budhwar & Debrah, 2009 ; Klien & Delery, 2012 ; Meyer, 2006 ; Nguyen et al., 2018 ).

In this regard, scholars (e.g., Afiouni et al., 2014 ; Budhwar & Mellahi, 2006 , 2016 ) have initiated a move to highlight the indigenous management constructs and models valid and suitable for the Middle East region and their impact on management of human resources (e.g., Klien & Delery, 2012 ; Smith et al., 2012 ; Ta’Amnha, Sayce, & Tregaskis, 2016 ). Nevertheless, there is still a scarcity of research focusing on the nature of dominant HRM system(s), forces determining the same, challenges faced by the HR function and the future of HRM in the Middle East. Addressing the above presented aims will help address such identified gaps.

Methodology and key results

As indicated above, the HRM literature in the Middle East is widely dispersed which directed us to adopt a structured review (Tranfield, Denyer, & Smart, 2003 ) for the search and selection of published literature based on the parameters of relevance, quality and recentness. In the first instance, and primarily focusing on the “relevance” parameter and to get an overview of the scene regarding the number of articles published, for which region/country in the Middle East they have been published and the kind of themes they represent, we used ProQuest for searching articles and studies that relate and focus on key HRM themes and terms relevant for our analysis. For this, each paper that is included for this analysis is peer-reviewed and available in full-text format. The search was conducted in January and February of 2018 and the details and steps of our search strategy is as follows. In general, we conducted a number of Boolean filter searches using relevant terms of our discipline topics of interest, regional variation and thematic areas. Table  1 shows nine titles used to represent the HR discipline across the Middle East. It shows that the number of studies is greatest when the search is kept general with terms such as “human resource management,” “personnel management” and “people management.” However, abbreviations, such “HRM” and “HR” and “HRD” [human resource development] return far fewer number of studies.

Table  2 shows more disaggregated searches along the different countries (for which we found more literature) from the region. For 10 individual countries, as representative cases, we show the number of studies that focus on HRM and the Middle East. Among these 10 countries, the highest number of HR-related studies are for Egypt, Jordan and Saudi Arabia whereas Bahrain and Qatar are on the lower side of the spectrum. The table also shows the distribution of studies for seven sub-terms of the broader title or function (i.e., HRM).

Table  3 illustrates the distribution of studies across the eight most occurring thematic areas within the HRM literature. This distribution is shown for three regions (i.e., the Middle East, including the GCC and MENA, and then the GCC and MENA by itself). The interesting and key highlights of these searches are that “gender and HRM” returns the highest number of studies, followed by “talent management” and “expatriates.” Quite surprisingly, and contrary to popular belief, at the low end of the spectrum we find themes such as “nationalization programs and HRM” (“Emiratization,” “Omanization,” etc.) and “factors including HRM” and “comparative HRM.”

In order to address the two parameters of “quality” and “recentness,” we further refined our search targeting articles published in journals listed in the Chartered Association of Business Schools (CABS) list, Australian Business Dean Council (ABDC) list and Social Sciences Citation Index (SSCI). On the homepage of each journal, the advanced search options were used to elicit relevant results. This time we extended our search to a variety of datasets including Proquest, ESBCO, and books and from the webpages of relevant journals. Building on our above presented search and analysis, we used the following keywords and themes in our search: “Middle East; management practices in Middle East; Middle East and HRM practices, policies, strategies, and systems; Middle East and HR planning, recruitment, selection, training, development, performance management, rewards, compensation, talent management; HR challenges in the Middle East; determinants of HRM/factors influencing HRM in the Middle East; comparative HRM and Middle East; nationalization programs and HRM; gender; expatriate management; Islamic principles and values and HRM; future research in HR in the Middle East,” in combination with each of the main countries in the region without limiting the time frame. The findings of the studies on the parameters of quality and recentness are summarized in Tables  4 , 5 , and 6 under the headings “The socio-business context of the Middle East,” “The challenges of future for HRM in Middle East” and “Recent thematic findings on HRM in Middle East” respectively. These findings are summarized in these three tables and are helpful to provide an overview of the state of HRM development in the region, reveal the institutional forces that contribute to such development and propose evidence-based directions for future research.

Analysis and discussion

After analyzing the existing frameworks suitable for analyzing cross-national context-specific HRM (see Budhwar and Debrah, 2009 ; Budhwar et al., 2016 for a review of such frameworks), we focused our analysis on the reviewed literature related to the historical development of the HR/personnel function in the Middle East; the key factors determining HRM practices and policies (such as labor markets, national business systems, national culture, societal effects, competition, business environment, different institutions, etc.; following the above-discussed underpinnings of the institutional theory, see Powell & DiMaggio, 2012 ; Scott, 2008 ); the key challenges being faced by the HR function; and finally, the future of HRM in the region. An examination of these aspects should help highlight developments in HRM, as well as predict future practice trends, and generate research ideas for future investigations.

Picking up the review of literature reported in Tables 4 , 5 and 6 , a variety of reasons can be identified for the poor economic performance of the region (with the exception of few countries like the UAE [United Arab Emirates]). For example, lagging political reforms; dominant and underperforming public sectors; underdeveloped financial markets; high trade restrictiveness; and inappropriate exchange regimes. Along with these, the slow economic growth in the region can also be attributed to a combination of other factors such as the so-called curse of natural-resource abundance (over-dominance of the oil sector in oil-rich countries); structural imbalances (traditional mind-sets and systems versus need for modernization); deficient political systems; slow integration into the global economy; inefficient public sectors; rapidly growing population and increasing unemployment rates; lack of access to quality education; lack of creation of employable skills; strong inclination of many locals in Gulf state countries to work only in public sector firms (hence defeating the purpose of the nationalization programs), and similarly, in managerial positions; over-reliance on foreign workforce; under-utilization of skilled women; and red-tape and adverse implications of indigenous practices like “ wasta ”—a relationship-based approach to recruitment and compensation (detailed below), among others (see Abdalla, 2015 ; Harry, 2016 ; Sidani et al., 2015 ).

Moreover, the kind of government system existing in the region seems to be contributing to the slow economic growth of the region. Traditional sheikhdoms and absolute monarchies dominate in virtually all of the Arabian Peninsula. The rest of the region has been dominated by military and other autocratic regimes claiming allegiance to socialist, Arab nationalist or Islamist ideologies. Some states have taken tentative steps towards forms of multi-party democracy in recent years, but widespread economic underperformance and the lack of opportunity for political expression have led to the conditions of war and conflict, mass migration and social disruption. Expectedly then the Middle East is the highest military spending region of the world. Such developments have serious implications for foreign direct investment (FDI) in the region, and due to serious concerns for security, a large number of multinationals have pulled out of the disturbed parts of the Middle East and there are also indications of “brain drain” taking place, leaving a significant vacuum in terms of economic growth. Also, these developments have many socio-economic and HR implications, such as dealing with increasing unemployment, retention of talent and overall human capital management (e.g., Goby et al., 2015 ; Singh & Sharma, 2015 ).

Emerging evidence (see Tables 4 and 6 ) suggests that most countries in the Middle East are now focusing on both HRD and organizational development (see Kolachi & Akan, 2014 ). In particular, the oil-rich countries have been making serious efforts to reduce their dependence on oil and develop other sectors, which need skilled human resources (e.g., Manafi & Subramaniam, 2015 ; Obeidat et al., 2014 ). Similarly, many countries in the region have been concentrating on the development of “locals” and reducing the number of “foreigners” due to the pressure of rapidly growing populations, and to provide jobs to their natives (see Goby et al., 2015 ; Matherly & Al Nahyan, 2015 ). In this regard, many countries, such as Saudi Arabia, Qatar, Kuwait, Oman and the United Arab Emirates, have been pursuing “nationalization/localization programs.” A key pillar of localization programs is direct labor market intervention with measures such as quotas and the allocation of certain job roles to be staffed solely by nationals.

The literature shows variations regarding the initiatives being offered across nations in support of the localization programs. For example, the region’s latest localization program has come from the UAE where a tier-based system of targets, with financial incentives and penalties designed to encourage firms to achieve higher levels of workforce localization, is being pursed. Under the new rules, allowing them to pay lower fees to process visas for their expatriate employees will reward companies achieving higher localization levels. In comparison, Bahrain effectively taxes the use of expatriate labor, directly raising its cost relative to the use of national employees. Oman stands out as an interesting case with respect to localization. Probably more than in any other GCC nation, Omanis have been willing to take jobs that would have been filled elsewhere by low-wage foreign workers (perhaps due to the fact that Oman is not very oil rich and job opportunities are fewer then other GCC countries (also see Waxin & Bateman, 2016 ).

With the exception of few notable successes, most localization efforts have failed to deliver significant growth in the employment of nationals in the private sector. Many local workers are simply not interested in private employment paying market rates that are below public service salaries and which offer more limited benefits than government jobs. Further, there are serious concerns related to employable skills of locals. Such developments have serious implications for the HR function in the region and in particular in relation to its role towards improving organizational performance (Iles et al., 2012 ; Mohamed et al., 2015 ; Waxin & Bateman, 2016 ).

As reported in Table 2 , a significant chunk of this research in the region focuses on providing a country-specific overview. Our analysis highlights the emerging patterns of HRM, HR issues and related systems along with their key determinants in selective countries. In this regard, see work by Al-Hamadi, Budhwar, and Shipton ( 2007 ), Katou, Budhwar, Woldu, and Al-Hamadi ( 2010 ), Khan ( 2011 ) and Khan et al. ( 2015 ) on Oman; Aycan ( 2001 ) on Turkey; Elamin and Tlaiss ( 2015 ) and Mellahi and Wood ( 2004 ) on Saudi Arabia; Manafi and Subramaniam ( 2015 ), Namazie and Frame ( 2007 ), Namazie and Pahlavnejad ( 2016 ) and Soltani and Liao ( 2010 )  on Iran; Omair ( 2010 ) and Singh and Sharma ( 2015 ) on UAE; Al-Enzi ( 2002 ) and Zaitouni et al. ( 2011 ) on Kuwait; Altarawneh and Aldehayyat ( 2011 ) and Syed, Hazboun, and Murray ( 2014 ) on Jordan; Tzafair, Meshoulam, and Baruch ( 2007 ) on Israel; Leat and Al-Kot ( 2007 ) and Mostafa and Gould-Williams ( 2014 ) on Egypt; and Branine ( 2004 ) and Ramdani, Mellahi, Guermat, and Kechad ( 2014 ) on Algeria.

For example, an analysis by Al-Jahwari and Budhwar ( 2016 : 115) highlights that “HRM is a growing phenomenon in Oman but its practices are still largely traditional and reactive. The various HR processes are often designed with Western practices in mind, but when carried out, the practices are often not well aligned to business strategies, they are implemented for narrow administrative purposes and remain loosely connected to each other.” It seems that a mixture of Islamic principles and Western approach to management of HRs seem to be influencing HRM in Oman. This is further evidenced from Aycan, Al-Hamadi, Davis, and Budhwar’s ( 2007 : 30) analysis, where “on the one hand, there is an increased emphasis on Omanization and adherence to Islamic principles yet, on the other hand, globalization imposes pressures to adopt global standardized HRM practices and policies.”

Other themes emerging from our analysis include an emphasis on training and development in general and management development in particular, the effects of regulations on HRM in the Saudi Arabian private sector (Mellahi, 2007 ) and on employment policy in Kuwait (Al-Enzi, 2002 ), the impact of HRM on organizational commitment in the banking sector in Kuwait (Zaitouni et al., 2011 ), the efficacy of high-performance work practices in Algerian firms (Ramdani et al., 2014 ), the impact of HRM practices and corporate entrepreneurship on firm performance in Turkish firms (Kaya, 2006 ), talent management strategies in the UAE (Singh & Sharma, 2015 ), the impact of cultural value orientations on preferences for HRM (Aycan et al., 2007 ), HRM and labor productivity in Libyan oil companies (Mohamed et al., 2015 ), HRM and innovation in the Iranian electronics industry (Manafi & Subramaniam, 2015 ) and career development in Oman (Khan et al., 2015 ).

Raheem ( 2016 : 77), concluding her analysis about the scenario of talent management in the Middle East, argued that “recent trends in the demographics of the local population, intensified demand for talent, the changing aspirations of the youth and women and the limited application of sound talent management practices, all make talent management issues even more challenging for organizations in the Middle East than in other parts of the world.” She further elaborated that “historical precedents of talent management in the region have further hampered the sustenance of equitable working environments for both locals and expatriates. This combination of institutional and organizational factors has, in turn, put immense pressures on the criticality, development and implementation of talent management systems for organizations operating in this region.”

Over the past quarter of a century or so (also see Table 6 ), there has been a consistent emergence of gender-based studies in particular dedicated towards women in management-related issues, in the context of Middle Eastern countries. For example, see research by Ali, Malik, Pereira, and Al Ariss ( 2016 ) on work life balance of Muslim migrant women in the West. Also, see the works of Abdalla ( 2015 ) and Tlaiss ( 2015 ) for career success/facilitators and barriers for women in an Arab context; Sidani et al. ( 2015 ) for female leadership advantage and leadership deficit; Marmenout and Lirio ( 2014 ) for female talent retention in the Gulf; Metcalfe ( 2008 ) for women in management in the Middle East in general and in particular for Bahrain, Jordan and Oman; Aycan ( 2004 ) for Turkey; Metle ( 2002 ) for Kuwait; and Izraeli ( 1987 ) for Israel.

Apart from gender, another theme which our analysis highlights (see Tables 4 , 5 and 6 ) is that of the influence of Arab culture and values on its management systems (e.g., Ali, 2010 ; Dirani & Hamie, 2017 ; Mellahi, 2003 ). A related focus of research has been to examine the impact of Islamic values, Islamic work ethics and Islamic principles on the management of human resources in the region (see Branine & Pollard, 2010 ; Budhwar & Mellahi, 2010 ). Islam places great emphasis on work and views work as a necessary means to achieve equilibrium in one’s social and individual life (e.g., Ali, 2010 ). Islam also places emphasis on work ethics, management and leadership. The Holy Quran speaks about justice and honesty in trade, fairness in employment relationships, encourages new skills to be learned, co-operation in work, consultation in decision-making and to do work that benefits the individual and the community (Branine & Pollard, 2010 ). Such prescriptions have a strong influence on how human resources are managed in organizations, work-related values, the expectations of employees as well as the behavior and approach of management (Aycan et al., 2007 ).

Following are some relevant Islamic principles and their relevance to HRM (Branine & Pollard, 2010 ; Budhwar & Mellahi, 2010 ): (1) “ Ehsan ” (kindness) emphasizing on good deeds and forgiveness. Managers scoring high on this principle are expected to pursue involvement and participation; (2) “ Taqwa ” (being mindful of Almighty God) to behave in a just and steadfast manner; (3) “ Al-Amanah ” (trust) in relationships leading to accountability; (4) “ Adl ” justice) emphasizing on equality and fairness having implications for most HR functions; (5) “ Al-Sedq ” (truthfulness) to the best of one’s knowledge leading to honesty and trustworthiness as core features of effective management; (6) “ Etqan ” (self-improvement) which provides the basis for one’s striving for self-betterment in order to do better work. In HRM this would translate to do better, work harder and improve the quality of their products and services through the learning of new knowledge and skills; and (7) “ Shura ” (consultation, social harmony and respect). Consultation is one of the main leadership values in Islam. Accordingly, Islam may influence workplace behavior with values such as respect for age and seniority, loyalty, obedience towards leaders and looking to seniors for direction, consultative decision-making, trustfulness both between superiors and subordinates (Al Ali et al., 2017 ; Namazie & Tayeb, 2006 ; Namazie & Venegas, 2016 ).

As expected, due to socio-cultural similarities, a number of countries (such as Egypt, Morocco, Turkey, Kuwait and Qatar) tend to be similar on various aspects of cultural value orientations, such as strong on group orientation, hierarchical structures, masculinity and following Arab traditions and weak on future orientation (see Kabasakal & Bodur, 2002 ). Mellahi and Budhwar ( 2006 ) revealed the influence of high power distance on managers’ perception towards the delegation of authority to lower levels of employees and interaction with employees in countries like Morocco, Kuwait, Saudi Arabia and Egypt. They also highlighted that in such contexts and socio-cultural and traditional set-ups, loyalty to one’s family and friends is expected to override loyalty to organizational procedures and this often results in the use of inequitable criteria in recruitment, promotion and compensation. Ali ( 2004 ) and Mellahi ( 2006 ) further highlighted that the influence of the principle of shura is manifested in consensus-based decision-making styles, respect for authority and age, and concern for the well-being of employees and society at large in countries like Kuwait and Saudi Arabia. On the contrary, Ali and Al-Kazemi ( 2006 ) revealed that several ideal Islamic values such as equity and fairness are often not adhered to in practice. This explains the widespread adoption of some HRM practices in the Middle East that are not compatible with Islamic values, such as the use of nepotism in recruitment and compensation, known as wasta in GCC countries and “ piston ,” “ m’aarifa ” and “ k’tef ” in North African countries. Similarly, Iles et al. ( 2012 ) highlighted the challenges for effective management of human resources in the public sector in the Middle East where the impact of wasta is strong.

Scholars have been examining the issue of transfer of management from the West to the Middle East. For example, Anwar ( 2003 ), while comparing American and Arabian culture, highlighted a number of differences between the two and how the American management philosophy and styles in the US multinationals operating in the Middle East are adapted to suit the cultural context of the UAE. Analysis by Saleh and Kleiner ( 2005 ) gives a similar message (i.e., if American companies want to be successful in the Middle East then they should develop an understanding of the culture, politics and people of the region). With regard to the transfer of HRM practices, the results are similar. For example, Elmuti and Kathawala ( 1991 ) examined the extent to which Japanese HRM practices can be transferred to their subsidiaries in the Arabian Gulf region. Their investigation revealed that either largely modified version of Japanese-style management or a brand-new management style composed of elements of local and Japanese management practices were successful in the given context.

Further, a number of trends are emerging from our analysis which seem to be shaping the practice of HRM in the region. They include (1) increased presence and influence of multinational enterprises (MNEs), through FDI, and so forth; (2) the moving away of traditional practices by local players with global ambitions (towards globalization); (3) the rapid growth of global business schools to the Middle East—both as foreign subsidiaries as well as local partners; (4) reliance on management consultants and “gurus,” especially on experts from developed countries; and (5) dominance of Western textbooks and best-sellers (see Budhwar & Mellahi, 2016 ; Ramdani et al., 2014 ). Although the jury is still out on the effectiveness of MNEs’ practices in the Middle Eastern context, there is evidence that they are shaping HRM practices in the region as they have done for other regions such as South-East Asia (Thite, Wilkinson, & Shah, 2012 ). However, our knowledge of the extent to which and the manner and speed with which MNEs’ practices are diffused locally is very limited. More research is needed, especially research examining local firms’ absorptive capacity to identify, absorb and apply MNEs’ HRM practices. Such challenges facing the HRM function in the Middle East and the resultant future research directions are presented in the next section.

Challenges for HRM and future research directions

Our analysis highlights how the field of HRM continues to evolve in the Middle East and the rapidly changing socio-political and economic environment of the region is posing a large number of challenges for the HRM function. From a research viewpoint, especially given the strong scarcity of the availability of reliable evidence, this offers huge opportunities to pursue exciting research projects. We utilize the key messages emerging from our above presentation to make our proposals. For example, talent management is one of the key challenges facing firms operating in the Middle East (Ali, 2011 ; Biygautane & Al Yahya, 2014 ; Sidani & Al Ariss, 2014 ; Sumbal et al., 2017 ). Existing evidence suggest that there is a huge demand-supply gap when it comes to talent in the region. There are at least two key drivers for this. The education system is largely failing to produce an adequate supply of talent. This is largley due to the lack of relevance and quality of education provided by academic institutions which are often considered as the bottleneck of economic development in the region (e.g., Chapman & Miric, 2009 ).

The second driver is the brain drain through imigration of home-grown talent to Europe and other parts of the world. Moreover, political instability in several Middle Eastern countries has accelerated the outflux of talent from the region. In addition to the supply side, organizations lack the required managerial skills and systems to attract, retain and obtain the best out of highly talented individuals. Current recruitment, compensation and retention practices seem to be effective only for the management of high-performing employees, leading to what is called “brain waste” in the region, that is, where the skilled and the educated leave their home country (both from the Middle East and coming into the Middle East), but then either make little use of their skills and education or are forced to take on jobs which can be performed by lower skilled individuals. Accordingly, on the key variable of earnings as a measure of performance, the immigrants’ earnings generally tend to be low (especially those coming from non-Western countries) in comparison to locals and Western expatriates. In this regard, see the report by Özden ( 2006 ) on the MENA region and also work by Lofters, Slater, Fumakia, and Thulien ( 2014 ) on medical graduates in Ontario, Canada. Effective talent management then requires a change in mindset and an appreciation of the valuable and unique contribution high-performing individuals can make to their organizations. Overall, talent management is a promising and fertile area of future research. Based on our above argments, we propose our first two “research directions”:

Research Direction 1 What are the main contributors to the creation of poor talent in majority of the Middle Eastern countries? What role can HR managers play to attract and retain talent and what should be their strategies and why?

Research Direction 2 To identify and examine the linkages between antecedents, intervening variables and outcome variables of talent management in the Middle East.

As discussed above, and linked to the theme of talent management, are a range of issues surrounding the provisions, communicaiton and implementation of nationalization/localization programs in many Middle Eastern countries. These programs are formally defined as “a multi-level process through which dependency on the expatriate labor force is reduced and nationals are prepared to take up jobs performed by expatriates” (Abdelkarim, 2001 : 56). Such an initiative (i.e., Emritization, Saudization, Omanization, Kuwaitization, Qatarization, Bahraizisation, etc.) is linked to long-term national strategies and visions such as Bahrain 2030 Vision, the National Saudisation Policy, Qatar Vision 2030, Oman Five-Year Strategic Plan, Kuwait Development Plan and UAE Strategy 2011–2021 all emphasizing on human development. Clear labor legislations are created to support implementation of the localization programs, and as a result large firms operating in these countries (primarily in the GCC) are forced to develop some plan to address the localization of HRs agenda of respective governments. This has implications for a variety of HR activities such as recruitment and selection, training and development, career management, performance management, compensation and talent management (e.g., Scott-Jackson, Porteous, Gurel, & Rushent, 2014 ).

Evidence suggests some success with the implementation and benefits of localization programs. Nevertheless, there are serious challenges on this front where firms experience pressure to lower the selection standards, struggle to create a strong pool of applicants, and not getting applicants with good work experience. As reported above, to a great extent this is an outcome of the shortcoming of the educational system of the region and lack of market-related skills and experience available within the local nationals. Employers tend to invest a lot and highlight the professional development practices to attract and develop talent. In some cases, employers end up compromising by creating “ghost registers” (i.e., showing locals on their employment records, but asking them to stay at home and pay for their minimum contributions) and adopting other means to bypass restrictions and quotas to meet the localization requirements. Employers in the private sector in particular experience a number of socio-cultural challenges in effectively implementing localization programs. These include the strong preference of locals to work in the public sector, where the social status of the job is important for locals. In addition, there is some level of discomfort for locals when it comes to them being supervised by non-nationals, alongside the lack of integration efforts by expatriates with locals and negative stereotypes of both locals and expatriates towards each other (Abdalla, 2015 ; Al-Waqfi & Forstenlechner, 2014 ; Ryan, 2016 ). This creates serious challenges of all sorts for the HR function (for details see Waxin & Bateman, 2016 ). Based on the above discussion our next set of research directions are:

Research Direction 3 What kind of approaches need to be put in place in order to design, communicate, implement and monitor successes of localization programs?

Research Direction 4 Identify the key challenges HR is expected to face at different levels (national, firm and individual) and what are the best ways to address them when it comes to the successful delivery of the localization agenda?

A linked topic to the above discussed HR challenges and future research directions is the practice of wasta , which is a major HR challenge, especially when it is perceived as contributing to nepotism and corruption at the work place and it goes against the Islamic principles of practice of equity and fairness. Wasta (going in between) is described as a powerful and pervasive social mechanism, which has strong roots in cultural traditions and known to underpin the employment relationship in Arabic societies. It can be seen as “ the intervention of a patron in favour of a client to obtain benefits and/or resources from a third party ” (Mohammad & Hamdy, 2008 : 1). It involves the wasta person (intercessor) who does the wasta (verb) and the wastee (supplicant) who receives benefits (called objects), sometimes from a third party. It is defined as a process whereby one may achieve goals through links with key persons in positions of higher status. These links are personalistic, and most often derive from family relationships or close friendships (Cunningham & Sarayrah, 1993 ). Wasta is then a form of social capital, associated with loyalty and solidarity, resulting in an unwritten social contract and a hidden force or an invisible hand, which is not confined to support, and favoritism provided to family members, such as nepotism, but involves several other relationships such as cronyism, kinship, colleagueship, friendships, and business relationships (for details see Ta’Amnha et al., 2016 ). In their research on indigenous approaches to achieve influence, Smith et al. ( 2012 : 348) have utilized the below statement as an example to highlight interpersonal influence to represent the practice of wasta .

“Tom is a recent graduate from a local university. He called his uncle in order to help him to get a position in a retail company without applying through that company’s recruitment procedures. His uncle, who is a general manager in another large company, contacted the human resources manager in the retail company and requested him to recruit his sister’s son. In fact, after one week, Tom got the position without going through any recruitment procedure.”

Accordingly, one aspect of wasta involves bypassing the law and obtaining favors and benefits at the expense of other people; therefore, it is widely opposed by Arabic people. Despite being a punishable crime in certain countries (e.g., Jordan), the prevalence of wasta in organizations in the region is on the increase because it is proving to be impossible to overcome bureaucratic obstacles in any other way. To a great extent it is due to the lack of transparency and accountability at all levels (organizational and national), lack of trust between people and government/authorities who try to maintain a grip on authority to govern, its informal institutionalization (i.e., the belief that it is one’s right to access resource via such means), lack of protection of employees’ rights via labor legislation resulting in people to rely on it to protect themselves, and to a great extent the race to access scarce jobs and related benefits. The detrimental outcomes of the practice of wasta include lack of competence in employees, unprofessional behavior, perceptions of ill-justice, resentment and risk of retaliation, destruction of equality and fairness at the workplace, results in unfair practices, and impacts careers, to name a few (also see Iles et al., 2012 ). Indeed, and most importantly, all of these also have implications for the HR function. Despite its strong prevalence in the Middle East, and increasingly strong opposition growing against it, not much research and evidence is available on various aspects of wasta . These can include the process of wasta , its influences, downsides and usage, and how it is perceived by the younger generation and organizations, both local and foreign and public and private sector (e.g., Aldossari & Robertson, 2015 ). Based on the above discussion, we propose three further research directions:

Research Direction 5 What are the key challenges facing the HR function when it comes to tackling the adverse impacts of the practice of wasta and what are the various ways/recommendations to handle them?

Research Direction 6 To develop a robust research scale of wasta and identify the key antecedents, intervening variables and outcome variables involved in its process.

Research Direction 7 To explore the impact of wasta on HRM efficiency and effectiveness and eventually on organizational performance in the Middle Eastern context.

The region of the Middle East scores very high on the use of domestic workers/migrant workers in the world, with domestic work accounting for 5.6% of total employment in the region and majority of these workers come from Far East and Africa (e.g., the Philippines, Thailand, Indonesia, Nepal, Myanmar, Sri Lanka, Ethiopia, Kenya). Evidence regularly highlights issues of abuse, modern day slavery, mistreatment, and exploitation of domestic workers in the region. Most of these workers arrive in the Middle East via recruitment agencies. Accordingly, domestic workers are not allowed to self-sponsor themselves to be able to work in most Middle Eastern countries. In many countries they may do so only if they have a local sponsor (a local employer), this sponsorship system is known as “ kafala .” The kafala places full legal responsibility on the employer known as the “ kafeel ” (Manseau, 2007 ). The sponsorship system is rigid in the sense that it is non-transferable to another employer and the domestic worker has to stick to one employer. A migrant worker is unable to get another job (with another sponsor) unless their current sponsor approves the transfer. This results in all sorts of issues and many a times serious exploitation. In many cases, employers of the domestic workers confiscate their employees’ passport in order to control and retain them. When an employee somehow gets away, their kafeel immediately reports the missing employee to the authorities. Once found, the runaway employee could face deportation. Moreover, legal action is taken against any individual that shelters or employs migrant workers without a kafala. This has major implications for employment relations and human rights in particular and the HR function of recruitment agencies and the national legislation in general (see Pande, 2013 ).

All Middle Eastern countries, with the exception of the Kingdom of Jordon do not include domestic workers in their labor laws. The reason why domestic workers are not included in Middle Eastern labor laws is because governments in the Middle East claim that the relationships between migrant domestic workers and their employers are more like family relationships rather than formal employment relations. To a great extent, similar terms and conditions of employment are also applicable to migrant low-skilled workers in the region employed by a large number of organizations involved in industries like construction and the informal sector, where evidence of under-payment (or at times non-payment) of wages, poor working conditions and exploitation of all sorts is regularly emerging in the popular press (e.g., Al-Ajmi, Hirekhan, Budhwar, & Singh, 2016 ; Guardian , 2015 ). Based on the above discussion, we come up with three further research directions:

Research Direction 8 To examine and highlight the dynamics of employment relationship between overseas domestic workers and their employers in the Middle East.

Research Direction 9 What suggestions and recommendations can be made at different levels (recruitment agency, individual employers, employing organizations and national) to ensure safeguarding of domestic migrant workers in the Middle East?

Research Direction 10 To examine and highlight the nature and pattern of HRM systems in the informal sector of countries in the Middle East, and their impact on performance at different levels (individual, organizational and national).

The next key topic emerging from our analysis is related to the transfer of HRM practices by overseas MNCs to the Middle East. One outcome of the passage of Western MNCs to the region has been the transfer of their HR systems to their Middle Eastern operations (e.g., Dowling, Festing, & Engles, 2013 ). In this regard, scholars have regularly looked at the challenge of the application and successful transfer of Western MNCs’ HR practices in the Middle Eastern context (e.g., Mellahi, Demirbag, Collings, Tatoglu, & Hughes, 2013 ; Nakhle, 2011; Spyridonidis & Currie, 2016 ). The patchy evidence emanating from the literature portrays a mixed picture, that is, the strong socio-cultural and institutional context of the region demands foreign firms to adapt their headquarter HR practices to suit the Middle Eastern set-up. Research by Yahiaoui ( 2007 , quoted in Al-Husan & AlHussa, 2016 ) regarding the transfer of HR practices from French MNEs to their Tunisian subsidiaries reveals that certain practices are strongly hybridized or unilaterally transferred, as is the case with career management. Other HR functions are said to be neutral or insensitive and are either moderately transferred or moderately hybridized, for example compensation or recruitment. This creates an interesting dilemma for the HR manager in choosing which approach to adopt when it comes to developing their HRM systems. Accordingly, we propose our next research direction.

Research Direction 11 To highlight the main factors contributing to the successful implementation (or otherwise) of Western approaches to HRM in the Middle Eastern context.

Although a very large number of expatriates work in the Middle East, the research conducted on the management of expatriates is scarce. As briefly portrayed in our introduction, analysis by Harrison and Haslberger ( 2016 ) confirmed that the expatriate population in four countries in the region is more than half of their total population (i.e., UAE = 83.7%, Qatar = 73.8%, Kuwait = 60.2% and Bahrain = 54.7%). This is followed by Jordan (40.2%), Saudi Arabia (31.4%) and Oman (30.6%). Understandably then, there is a strong emphasis on the above discussed nationalization/localization programs in the region. Expatriates are generally given short-term work visas, which need to be renewed regularly and they are discouraged to become citizens. Given the massive cross-cultural differences between expatriates (in particular those coming from the West) and local context, one can expect serious challenges with adjustment of expatriates, affecting their expected and perceived performance (e.g., Silbiger et al., 2017 ). This further makes things challenging if the expatriates do not follow Islam, given they are expected to respect Islamic principles and an evolving Islamic HRM model (Afiouni, Karam, & El-Hajj, 2013 ). The literature also provides evidence that based on a variety of demographic variables (e.g., race, ethnicity, religion, gender, etc.), the host country nationals tend to put expatriates into in-groups and out-groups and accordingly this has implications for the expatriates’ adjustment and performance (e.g., Varma et al., 2016 ). This indeed creates massive integration and diversity management challenges for the HR function (also see Forstenlechner, 2010 ; Harrison & Michailova, 2012 ). Based on these arguments, we propose two further research directions.

Research Direction 12 What kinds of expatriate management programs are suitable for the Middle Eastern context? What should be their core content?

Research Direction 13 To identity and examine the main antecedents and their link with intervening variables on the expatriate success in the Middle East.

Our literature analysis also reveals that the HR function (especially in local and national firms, and in small-to-medium size firms) is still playing a reactive role and in many cases, there is no HR departments in organizations or even representation of HR at the board level (e.g., Budhwar et al., 2016 ). Nevertheless, and based on observations from other parts of the world, we believe that as countries within the region continue to economically grow and become more competitive, it is critical that the nature of their HR function also evolves and becomes more strategic. To some extent this is already happening in the UAE in particular (see Afiouni et al., 2013 ). Such a recognition and empowerment is a major challenge and frustration for the HR function.

The relationship between HRM practices and organizational outcomes has been the subject of increased research attention in the Middle East (Afiouni et al., 2014 ; Ancarani, Ayach, Di Mauro, Gitto, & Mancusco, 2016 ; Moideenkutty, Al-Lamki, & Sree Rama Murthy, 2011 ; Ramdani et al., 2014 ). Most of the studies have concentrated on HRM systems, such as high-performance work practices (HPWP) (Obeidat, 2017 ; Ramdani et al., 2014 ), with little research focusing on single HR practices such as selection, promotion and compensation. For instance, merit-based compensation systems are widely perceived to have a positive impact on performance but this presumption has not yet been verified empirically, in the Middle Eastern context. Research on the links between competitive strategy, HR practices and the firm performance is long overdue (e.g., Su, Guo, & Sun, 2017 ). Accordingly, we present our next set of research directions:

Research Direction 14 To examine the evolving strategic role of HRM in firms operating in the Middle Eastern region, and the impact of HRM systems, policies, and practices on organizational performance.

Research Direction 15 To identify and highlight the key mediators and moderators (intervening variables) in the HRM and firm performance linkages in the Middle East.

With the growing business interest in the Middle East, both academics and practitioners are interested in finding out about the kind of HRM systems suitable for the region. As highlighted above, the challenges facing HRM in the Middle East are complex and unique. There is emerging evidence that HRM is undergoing transformation in the region, but it is unclear what the outcome of this transformation would be. Possibly, a hybrid system (based on a mixture of both traditional Middle Eastern characteristics and Western rationalized system) would emerge. In order to highlight the dynamics surrounding the evolving patterns of HRM in the region, although a variety of theoretical frameworks can be adopted (e.g., the resource-based view of the firm, human capital and role behavior theories; for details see Jackson & Schuler, 1999 ), however, considering the significant above discussed socio-cultural and institutional influences on HRM in the Middle East, we believe both institutional (e.g., Scott, 2004 , 2008 ) and indigenous theories would be a useful starting point (e.g., Leung, 2012 ; Saini & Budhwar, 2008 ). The adoption of institutional theory for our analysis has been helpful to understand the context-specific nature of HRM and its development to present state. Further, the analysis focusing on the key contextual/institutional (e.g., economic, social, political) forces as the key determinants of developments of HRM and the resultant challenges facing the HR function in the Middle East has been helpful to not only highlight state of HRM in the region but also to set the agenda for future research.

Also, based on the above analysis about the current state of HRM in the Middle East we believe a basic “directional convergence” is emerging for the field, that is, the same factors are determining both the nature of HRM and the challenges facing the HR function in the Middle-Eastern context (for details on different types of convergences, including the debate on convergence-divergence thesis; see Brewster, Mayrhofer, & Cooke, 2015 ). This is clearly evident in the form of common institutional pressures dictating many countries in the region to pursue nationalization programs and emphasize on the development of their local human resources, which have clear implications for the evolving nature and patterns of HRM. Similarly, there is strong evidence to confirm the critical role played by the indigenous practices/constructs like wasta and others on the management of human resources in the region (for details see Budhwar & Mellahi, 2016 ).

To summarize, our analysis has responded to regular calls for the conduct of a structured and systematic review in an under researched region of the world. This has helped to map the developments in HRM along the macro level economic, political and other institutional changes taking place in the Middle East. Also, the comprehensive review analysis has helped us to confidently propose agenda for future research investigations, research along which will make useful contributions and help the field of HRM develop further in the region. In order to conduct robust research analyses, it will be critical to utilize context-relevant measures and robust methodologies. We would, accordingly, urge researchers to move away from conducting investigations that have been shown to have severe limitations, as well as weaknesses in methodologies (e.g., blindly adopting constructs and measures developed in the West or adopting cross-sectional analysis). Irrespective of whether HRM in the Middle East converges or diverges in due course, will depend on the dominance of the forces contributing to either.

Change history

25 july 2018.

The author group in the original version of this article contained a mistake. The last author’s name should be Sanjay Kumar Singh, instead of Sanjay Singh. The correct name appears above.

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We would like to thank both the reviewer and Professor C.-S. Wong for their constructive comments on an earlier version of this manuscript. They guided us to significantly improve the quality of our paper.

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Budhwar, P., Pereira, V., Mellahi, K. et al. The state of HRM in the Middle East: Challenges and future research agenda. Asia Pac J Manag 36 , 905–933 (2019). https://doi.org/10.1007/s10490-018-9587-7

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Where is customer care in 2024?

Customer care leaders are facing their greatest challenge in decades. They must prepare their organizations for an AI-enabled future while simultaneously meeting tough commercial targets and rising customer expectations. Our latest global survey suggests that many companies are struggling on all these fronts.

About the authors

This article is a collaborative effort by Eric Buesing , Maximilian Haug, Paul Hurst, Vivian Lai, Subhrajyoti Mukhopadhyay, and Julian Raabe , representing views from McKinsey’s Operations Practice.

Major disruptions are always painful, and the transition from a care paradigm dominated by human agents to one steered by AI technologies may be the biggest disruption in the history of customer service. Can organizations find a route to hyperefficient, digitized customer care while retaining the personal contact and responsiveness that customers require?

Right now, many customer care leaders feel trapped in no-man’s-land. Technology has enabled them to evolve their operations significantly, and the traditional call center environment is rapidly becoming a thing of the past. Yet when these digitally enabled models underperform—and they often do—companies need to master entirely new approaches to performance improvement alongside their traditional tool kits.

Customer care in the spotlight

The key findings in this article are based on McKinsey’s fourth global survey of customer care executives. This survey was our largest yet, gathering the views of more than 340 leaders at the director, senior director, vice president, and C-suite levels. Respondents came from companies with annual revenues of $100 million to $10 billion-plus, representing every major industry segment.

The majority of respondents said that the companies they worked for were headquartered in North America (just over 50 percent) or Western Europe (almost 25 percent), with 10 percent headquartered in India and 4 percent in China. Most respondents said their organizations operated in multiple regions: 75 percent reported operating in North America, 58 percent in Europe, 57 percent in Asia–Pacifc, 39 percent in the Middle East and Africa, and 37 percent in Latin America. We plan to expand future research to include more organizations headquartered outside North America and Western Europe.

To make matters worse, executives say that most of the challenges highlighted in our last survey  are still present today (see sidebar, “Customer care in the spotlight”). Those challenges include rising call volumes, high levels of employee attrition, and persistent talent shortages. Meanwhile, some of the largest consumer-facing technology organizations in the world have become exceptional at digitally enabled customer care, which is lifting customer expectations everywhere, piling further pressure onto customer care staff and leadership at other companies.

Our survey reveals three major themes that are top of mind for customer care leaders. First, their priorities are shifting, from an overwhelming focus on customer experience to a multidimensional approach that also emphasizes revenue goals and technology transformation. Second, they are working hard to build future-ready AI-enabled ecosystems for their operations. Finally, they are boosting their capabilities by investing in employee upskilling programs and building stronger outsourcing relationships.

Would you like to learn more about our Operations Practice ?

Reprioritizing core operations.

When we began monitoring the sentiment of customer care leaders in 2016, their priorities were clear. Customer experience came first, followed at a distance by operational improvement, technology transformation, and revenue generation—in that order.

Over the past seven years, those priorities have converged (Exhibit 1). Revenue generation, which was mentioned by about one in 20 customer care leaders in our first survey, has been rising steadily in importance ever since. It is now a priority for a third of customer care leaders. But over the past two years, technology enhancements and operational improvements have seen the fastest increases. The expectation that customer care functions can do it all and do it well has never been higher.

Leaders also understand that they need to engage with their customers to delight them. Currently, only 11 percent of respondents say reducing contact volume is important to them, a 20-percentage-point drop over 12 months. Indeed, 57 percent of leaders expect call volumes to increase by as much as one-fifth over the next one or two years.

Separate research suggests that these leaders are right to stay focused on direct personal interaction, even when many of their customers are young digital natives. In a recent McKinsey survey of 3,500 consumers, respondents of all ages said that live phone conversations were among their most preferred methods of contacting companies for help and support. That finding held true even among 18- to 28-year-old Gen Z consumers, a cohort that favors text and social messaging for interpersonal communications.

There’s also evidence that younger consumers are getting tired of the digital self-service paradigm. One financial-services company reports that its Gen Z customers are 30 to 40 percent more likely to call than millennials, and they use the phone as often as baby boomers. Premium-segment customers of all ages also prefer the phone, with many saying that live phone support is part of the premium service they are paying for.

These findings don’t point to a future of phone-only customers, however. While customers of all generations prioritize support from a real person, they also want the flexibility to use different channels according to their needs. Digital-chat services have achieved a high level of acceptance across generations, and email remains important, especially for older consumers (Exhibit 2).

The need to excel in service across multiple channels creates extra challenges for customer care leaders, especially when budgets are tight. And 37 percent of respondents in our survey say that cost is still a key priority. This tension is driving companies to look for ways to control the customer care costs that go beyond call volume reduction, with automation and outsourcing the most frequently cited levers.

Creating a future-ready AI ecosystem

The tensions in modern customer care are clearly seen in companies’ approaches to advanced digital technologies. Our survey demonstrates that digital has already become a decisive differentiator. Among respondents who report that their operations are delivering better-than-expected performance, more than half have high levels of digital integration. Banking, telecommunications, and travel and logistics are among the leading industries in this regard.

Those high performers are in the minority, however. Only 8 percent of respondents from North America report greater-than-expected satisfaction with their customer performance. In Africa, Europe, and the Middle East, the figure is 5 percent. Among organizations reporting that performance was in line with or lower than expected, more than 80 percent also say their levels of digital integration are partial or low.

Leaders agree that they need to get digital right. More than half of the respondents to our survey expect the share of inbound contacts that take place through digital channels to exceed 40 percent in the next three years.

Artificial intelligence will play a decisive role in future customer care ecosystems. Respondents to our survey are already deploying AI tools in a variety of applications, including chatbots and automated email response systems, training and support for call center agents, back-office analytics, and decision making.

Over the past 12 months, the availability of powerful generative AI (gen AI) tools, especially large language models (LLMs) that can parse and respond to unstructured text or speech, has opened new possibilities for technology in customer care. More than 80 percent of respondents are already investing in gen AI, or expect to do so in the coming months, with leaders highlighting a wide range of potential applications.

One European subsidiary of a global bank replaced its well-established rules-based customer chatbot with a new system based on gen AI technology. Seven weeks after launch, the AI chatbot was 20 percent more effective at successfully answering customer queries than the old tool. The bank has already identified a road map of improvements that could double its performance in the coming months.

Early adopters are extremely ambitious about the potential of gen AI. The executive in charge of customer care at one major global organization told us that they expect 100 percent of customer interactions to be AI-enabled in the coming years, using a combination of technologies including new virtual assistants, agent-assist tools, and AI-powered voice analytics.

For most companies, however, the gen AI customer care revolution is still in its early stages. Leaders highlight multiple issues that are making it hard for them to integrate these technologies into their existing processes and workflows. The issues include technical challenges regarding deployment and scaling; concerns about safety, security, and governance; and difficulties in defining the desired outcomes from, or business case for, gen AI investments (Exhibit 3).

Learn more about Customer Care

Rethinking skills.

Today, customer care organizations lack many of the critical skills they need to deliver excellent service and navigate the transition to a digitally mediated, AI-enabled world. In part, that’s because customer care leaders have been running to stand still. Record levels of staff attrition following the COVID-19 pandemic meant that supervisors spent much of their time interviewing and bringing new staff up to speed. They spent less time mentoring their established teams, a problem exacerbated by the introduction of hybrid and remote working arrangements. Some agents and team leaders have spent years working with little interaction or coaching from their managers.

Staff turnover has now slowed, and two in three leaders in our latest survey say upskilling and reskilling are critical priorities. Companies highlight a range of benefits that accrue from effective upskilling and reskilling programs, including improvements to employee morale, increased productivity, and faster adoption of new technologies and working methods. Meanwhile, technology is changing upskilling programs. Twenty-one percent of leaders tell us that they are already using AI-based tools to train and support their customer care staff.

AI-based agent support systems are already becoming a key tool for companies seeking to offer extremely effective personal service to demanding customers. These systems can help agents resolve complex queries the first time, simultaneously reducing care costs and boosting customer experience.

One global construction equipment company, for example, uses a gen AI system to help its call center staff navigate thousands of pages of technical-support documentation. The system selects the appropriate steps to resolve a customer’s problem in seconds, based on free text questions entered by the agent and background information such as the serial numbers of vehicles and parts. The tool has cut average call resolution times from around 125 minutes to a few seconds, and it is currently saving customers €150,000 to €300,000 per day in reduced asset downtime.

Elsewhere, companies are using AI to transform the way they manage and support their customer care agents. New AI-based tools can optimize call volume forecasting, for example. This approach helped one company improve forecast accuracy by seven percentage points, while halving the work required to manage team capacities and schedules. The change improved customer service levels by more than 10 percent, while cutting staffing and overtime costs by more than 5 percent.

Companies are also looking outside their organizations for innovative ways to fill capability gaps. Outsourcing, once viewed primarily as a way to reduce costs, is increasingly seen as an effective source of additional skilled capacity and innovation capabilities. Fifty-five percent of the companies in our survey currently outsource part of their customer care operations, and 47 percent of those organizations expect to increase their outsourcing over the next two years.

Outsourcing relationships are becoming deeper too, with respondents telling us that they are now using their business process outsourcing for a range of activities that extends far beyond traditional call and email handling. They include content management and digital-marketing services, payments handling, and the development of AI-based customer care tools. Following the blueprint established by major players in the industrial products, medical device, software, and e-commerce sectors, some companies are now working with outsourcing partners to set up global innovation hubs that will drive the development of next-generation customer care technologies.

Our survey suggests that customer care organizations are running at two different speeds. In the fast lane, top performers have seized the opportunities presented by advances in digital technologies. With ruthless prioritization, they are investing capital to drive efficiency and service excellence across the customer journey. The best have already reshaped their organizations around highly integrated digital platforms. One high-performing company with more than 5,000 service agents is on track to deliver 75 digital-experience improvements this year, for example.

Other companies are still in the slow lane, struggling to fit a patchwork of digital point solutions into legacy care ecosystems. Unsure where to put their dollars, they are trapped in a cycle of continual system adaptation with no clear destination or road map.

In 2024, both types of organizations may need to shift their positions on the road. Gen AI is raising the bar for performance, productivity, and personalization in customer care, and tomorrow’s fully AI-enabled care organizations will operate very differently from those of today. It’s time for companies to look at their care ecosystems with fresh eyes. They should formulate an independent perspective on the changing expectations of their customers and the role of advanced AI in their organization. The future of customer care is calling. Leaders should answer with a bold vision and an aggressive time line for change.

Eric Buesing is a partner in McKinsey’s Charlotte office, where Paul Hurst is an associate partner; Maximilian Haug is an associate partner in the Boston office; Vivian Lai is a consultant in the New York office; Subhrajyoti Mukhopadhyay is an expert in the Chicago office; and Julian Raabe  is a partner in the Munich office.

The authors wish to thank Jorge Amar, Brian Blackader, Marcela Guaqueta, Suryansha Gupta, and Josh Wolff for their contributions to this article.

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Clean and sustainable energy is becoming increasingly crucial to tackle the current energy crisis. However, the intermittent nature of renewable energy sources presents a challenge for their effective implementation. Redox flow batteries (RFBs) have emerged as a promising solution to this problem, as they can help enhance the stability of grid networks and promote the use of renewable energy sources. RFBs are highly modular and scalable systems that can be customized to meet the power and energy requirements of different renewable energy plants. Moreover, they offer several advantages over conventional battery technologies, including cost and safety concerns. However, conventional RFBs have limited energy densities due to the low solubility of their active species in electrolyte. To overcome this limitation, semi-solid (SSRFBs) and Redox targeting (RTFBs) flow batteries have been proposed. These systems feature high concentrations of active species and impressive energy densities, making them highly attractive for renewable energy applications. LiFePO4 (LFP) is a highly promising active material for Semi-Solid and Targeting Flow Batteries. One of the key advantages of LFP is its low raw materials cost, as it is composed of earth-abundant elements such as iron and phosphorus. This makes it an attractive option for large-scale battery production. The recent developments in SSRFBs and RTFBs using LiFePO4 as catholyte hold great promise for the future of sustainable energy storage. The combination of LFP's excellent cost, safety, durability, and high energy density with the modularity and scalability of flow battery systems make for a compelling solution to the challenges of intermittent renewable energy sources. Ongoing research and development in this area will likely yield even further improvements in the performance and efficiency of LFP-based flow batteries, opening exciting new possibilities for sustainable energy storage.

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