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Organizations and enterprises that have a reach across countries around the globe need to be familiar with the cultural differences among nations and how certain issues arising from such factors can be dealt with. In lnternational Human Resource Management, the four authors? team of Chris Brewster, Paul Sparrow, Guy Vernon and Elizabeth Houldsworth, has put together intense research work to assist those interested and/or involved in comparative and international HRM. This edition is a revised and updated version of the previous, covering the institutional and cultural influences on IHRM. Academics and managers interested in the full range and scope of IHRM should find this text helpful. The topics exclusively covered in this edition are:
Each of these topics is divided into relevant sub chapters to aid better understanding. In addition to the features of the previous editions, this Latest edition includes:
Being thoroughly annotated and well referenced, the text provides guidance for further research, to interested Learners. Web Links and multiple choice questions provided aim to assist better understanding of the topics covered.
Students and Academicians of Human Resource Management.
List of Tables
List of Figures
Chapter 1: International Human Resource Management: An Introduction • Introduction • What is new about this edition? • Key trends • What is international human resource management? • Structuring the field into three components • How is the overall field of IHRM evolving? • An outline of the book
Part One: Cross-Cultural Management
Chapter 2: The Impact of National Culture • Introduction • Putting the study of culture into context • What is culture? • National cultures and organisation • Limitations and cultural generalisations of work at the national level
Chapter 3: Culture and Organisational Life • Introduction • The impact of culture on organisational behaviour and HRM • The role of the manager, leadership and management styles • Culture and the individual • Can we develop global leader competencies? • Developing cultural intelligence
Part Two: Comparative Human Resource Management
Chapter 4: Comparative HRM and Institutional Influences • Introduction • Universalist versus contextual HRM • Institutional theory • Institutional approaches to comparative HRM • Business systems theory • What do these theories mean for human resource management? • The USA and the rest of the world • Convergence and divergence in HRM
Chapter 5: Employee Relations and Collective Communication • Introduction • What are trade unions? • Comparative structures of governance • Direct statutory regulation of the employment relationship • Unions, management and business performance • What influences comparative patterns of employee relations structures? • Best practice in employee relations
Chapter 6: The Organisation of Work • Introduction • Taylorism and fordism as a solution ... and a problem • Direct communication: initiatives and their comparative coverage • Direct downward communication • Upward direct communication • Lateral communication • Reform beyond communication: employee discretion and autonomy • All teams against taylorism? • Cross-national comparative work organisation • Influences on comparative patterns of the organisation of work • One best way internationally in the organisation of work?
Chapter 7: Flexibility and Work?Life Balance • Introduction • The implications of flexibility • Contractual flexibility: ?non-permanent? employment • Working time flexibility • Work?life balance • Factors underlying comparative variation in flexibility and work?life balance • International best practice in flexibility and work?life balance
Chapter 8: Recruitment and Selection • Introduction • Recruitment • Recruitment methods • Selection • Putting recruitment and selection into cultural context • Regional challenges • Global pressures on domestic recruitment
Chapter 9: Performance Management? Introduction • Definitions, and the background to performance management • Comparative literature on performance management • Context and performance management • Performance management and culture
Chapter 10: Rewards • Introduction • Reward and bases of pay • Linking pay to post via job classification and evaluation: comparative variation • The incidence of pay for performance • The significance to employees of pay for performance • Culture and distinctive national reward systems • Is cultural explanation of reward enough? • The role of unions, employers? associations and collective bargaining • Managing pay for performance: procedural issues • International evidence on best practice in reward • Space for strategy
Chapter 11: Training and Development • Introduction • Training and development in context • The role of the state national systems: varieties of capitalism, education, and initial vocational education and training • Continuing training • the role of the employer • Management development
Chapter 12: The Role of the HRM Department • Introduction • Common ambitions for the HRM department? • Living up to new ambitions • The changing nature of the HRM function • The role of line management in HRM • The pressure to outsource some transactional activities • The impact of shared services and the effects of electronic HRM • The influences on cross-national comparative variation in the role of HRM departments • Best practice in the role of HRM departments
Part Three: International Human Resource Management
Chapter 13: International HRM: Theory and Practice • Introduction • Looking to the field of international business • Life-cycle models • Organisational design models • Strategic international hrm : contingency approaches • Resource dependency theory • The resource-based view of the firm • The knowledge-based view of the firm and organisational learning theory • Relational and social capital theory • A model of global HRM
Chapter 14: Managing Expatriation • Introduction • Strategic planning • Selection (recruitment) • Preparation • Adjustment • The reward package • Performance measurement • Repatriation • The individual perspective: careers
Chapter 15: Managing Diversity in International Forms of Working • Introduction • Global skills supply strategies • Internationalising the sourcing process in organisations • Other forms of international working • Types of international employees • Women in international management • Dual-career couples • The implications of international working on work?life balance • Measuring the value of international assignments • The multi-cultural team • Key competencies for multi-cultural teams • Strategies for managing multi-cultural teams
Chapter 16: Globalising HRM • Introduction • The pursuit of global operations and designs • Reflecting global operations in IHRM • The integration mechanisms provided by the centre • Talent management • Employer branding • Global knowledge management strategies and management through global networks
About the Authors:
Chris Brewster is a Professor of lnternational HRM at Henley Business School, University of Reading.
Paul Sparrow is the Director of the Centre for Performance-Led HR and Professor of International HRM , Lancaster University Management School.
Guy Vernon is a Lecturer in Human Resource Management at Southampton University.
Elizabeth Houldsworth is a Lecturer in lnternational HRM at Henley Business School, University of Reading.
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