Role of International Human Resource Management in International NGOs and Humanitarian Organizations

Purpose: This study investigates how International Human Resource Management (IHRM) practices have evolved within international non-governmental organizations (NGOs) and humanitarian agencies in response to global crises such as conflict, pandemics, and climate disasters. The goal is to understand how HRM strategies contribute to organizational effectiveness, ethics, and adaptability in complex, high-risk contexts. Design/Method/Approach: Using a qualitative research design, the study employed a systematic literature review and case study analysis of ten leading humanitarian organizations operating globally between January 2019 and March 2025. Data were thematically analyzed to identify strategic HR trends and challenges. The study followed a two-stage qualitative research approach. First, a systematic literature review was conducted using PRISMA guidelines to ensure transparency in source selection and analysis. Findings: The analysis revealed five major themes shaping IHRM practices: (1) localization and national staff empowerment, (2) safeguarding and duty of care, (3) remote management and digital HR innovations, (4) staff wellbeing and resilience strategies, and (5) leadership development. While organizations are advancing ethical leadership, technology use, and local capacity building, systemic inequalities, digital divides, and resource constraints persist. Theoretical Implications: The study contributes to the development of IHRM in nonprofit and crisis-response settings by integrating ethical leadership, resilience, and localization into HRM theory. It highlights the need to adapt strategic HRM frameworks to volatile and resource-limited environments. Practical Implications: Humanitarian HR practitioners can apply these insights to improve local workforce development, strengthen safeguarding protocols, and implement context-appropriate digital HR solutions. The findings offer actionable strategies for enhancing organizational agility and ethical governance. Originality/Value: This research addresses a significant gap in literature by examining IHRM through the lens of humanitarian action – a context often overlooked in mainstream HRM theory. It reframes HRM as a central, strategic function in crisis-affected operations. Research Limitations/Future Research: The study is limited by its reliance on secondary data and selected case studies. Future research could incorporate primary data from field HR personnel or extend the analysis to regional NGOs. Comparative studies across sectors or conflict regions are also recommended. Paper Type: Theoretical JEL Classification: F23, L31, M12, M14, O15