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The Mexican maquiladora industry exhibits the tensions resulting from varying business practices, values and standards which are common to international business, especially in the areas of employee health, safety and the environment. Different conflict management models can be used to look at the strategic human resource management issues involved in this particular industry, and this approach will also reveal areas which still require further research. It would be useful to undertake a systematic study of concerns which are active internationally, thus allowing a strategic human resource management path to be identified.

Strategic management of worker health, safety and environmental aspects in Mexico's Maquiladora industry will require careful assessment of the human resource goals of the companies involved. The Maquiladora industry is comprised mainly of US manufacturing establishments situated near the US-Mexican border. The low costs of production factors, including labor, and less stringent evironmental, safety and health law enforcement make this area ideal for firms wanting to escape higher factor costs and strict regulation in the US market. As a result, pollution and working conditions within the Maquiladora industry are alarmingly bad, frequently leading to high levels of conflict. Out of six different conflict management techniques, education and collaboration are the most appropriate in reconciling cross-cultural differences, developing an effective workforce and expressing long-term management commitment to human resource strengths.

It is believed that the human resource (HR) function has been plagued by its servant nature and by fragmentation, which is why motivation seems to mean different things to different parts of HR. HR leaders will need to focus on finding out what matters to people at work, and then harness these things.

It is believed that what people say about their work can be revealing. Positive forward momentum is vital, as it depends on a shared belief that one purpose of work is to realize potential. Snap judgments say a lot more about the person saying them than the reality of the workplace.

Information about a managing director's experience in providing her staff more control is presented. She believes that leaders will need to actively respond to how employees feel and what needs to change so that they can contribute more. The importance of setting an organization free is also discussed.

It is believed that human resource (HR) professionals should not forget values such as fairness, openness, and accountability despite the recession. Staff should be treated equally and equally fairly, whatever the pressure to do otherwise. New habits are the foundation for future success, and they depend on a mix of internal and external talent.

It is believed that the war for talent appeals to those who only see their organizations in isolation. The human resource (HR) function has been focusing on more elaborate reward strategies unconnected to sustainable business or social outcomes. Trends also show that the critical evaluation of pivotal skills remains too shaky in too many places.

It is believed that resilient employees have a positive impact on the well-being of organizations during tough times. Resilient people generally work with others to shape the world around them, act as a source of hope to others, and act to change what they can within their limits. The need to focus on resilience as an end in itself is also discussed.

It is believed that the human resource (HR) function is not yet confident to lead the charge for ethical practice at work. Because of this, the HR profession will need to forge alliances with others, built around high-impact action. The importance of establishing a code of practice is also discussed.

It is believed that organizational innovation depends in part on sustaining the appropriate organizational conditions for creativity to thrive. The human resource (HR) function could be central in defining the agenda and delivering innovation at all levels. However, the government, universities, and think-tanks are claiming innovation as their own territory.

Trends show that the rise of human resources (HR) almost exactly matches the trajectory of the growth of uncontrolled greed. It is believed that the economic collapse gives good reason for HR to hang its head in shame, as seen in the thoughtless connection between talent and reward without the counterbalance of responsibility.

It is believed that a conflict audit can provide organizations with a way of solving work disputes. Conflict resolution is about difficult problem solving, and it targets where disputes have most impact and leads to changes in behavior. However, the real benefits of a conflict audit come from the systems redesign which follows.

It is believed that measures to improve the engagement and well-being of employees can easily get lost on the journey from policy to the real world. Trends show that too many good human resource (HR) policies are getting lost in translation, and that satisfaction and work is refusing to improve.

Trends show that employee engagement could be the hallmark of 21st-century organizations, and could possibly transform work and politics. It is also believed that engagement in the public sector could revolutionize public services as long as the support and challenge from outside is offered and taken.

An overview of leadership development plans is presented. It is believed that while these plans are important, more effort needs to go into ensuring staff can use the skills that they already have. The need for leadership development to become part of good succession planning and performance processes is also discussed.

It is believed that reconciling the needs of employers and staff could boost an organization's development. In order to achieve this, managers will need great meditation skills in order to work out how individual and organizational interests can be made to gel. Employers will also need to focus less on growing transformational leaders.

Workaholism is a serious mental health issue that can affect individual health, home life and productivity. Human resource professionals should take the disease seriously and intervention programs should be developed. Efforts to address workaholism are discussed.

The story of a human resource (HR) director who practiced inspirational people management is presented. He promoted healthy internal critique, difference, and aspiration, and believed that solutions and problems lay in the people who already made up the organization. He was also able to achieve change that his detractors failed to deliver.

An analysis of teamwork in workplaces is presented. Most human resource (HR) directors consider teamwork as a good thing, since it is the basis for HR practice. Despite this belief, negative teamworking occurs in some organizations, especially at senior levels. It is assumed that while teams can deliver realistic objectives, they can also be lead to unachievable goals due to self-hype.

The value and contribution of human resources and its management in effective teamwork, personal development, commanding the work agenda and its importance in organizations are discussed.

The need for the human resource profession (HR) to define its identity by carrying out leadership functions in organizations is discussed. The possibility of HR becoming one of the most competent professions is also discussed.