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International human resource management

Author: Anne-Wil Harzing; Ashly H Pinnnington
Publisher: Los Angeles : Sage, ©2011.
Edition/Format:   Print book : English : 3rd edView all editions and formats
Summary:
This revised edition provides a comprehensive, international perspective of the consequences of internalization for the management of people across borders.
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Document Type: Book
All Authors / Contributors: Anne-Wil Harzing; Ashly H Pinnnington
ISBN: 9781847872838 1847872832 9781847872937 184787293X
OCLC Number: 757917538
Description: xxviii, 641 pages : illustrations ; 24 cm
Contents: Machine generated contents note: 1. Strategic Management and IHRM --
Introduction: value creation through strategic management --
Major stakeholders --
Strategic management --
Three perspectives on strategy implementation: Strategic management, international strategy and national competitiveness --
Strategic management --
International strategy --
National competitiveness --
Strategy viewed from two perspectives based on people: Project management and organisational behaviour (OB) --
Project management --
Organisational behaviour (OB) --
rise of international HRM and strategic HRM --
IHRM challenges --
Cross-cultural communication and diversity --
Global knowledge management --
Local and global sustainability --
Summary and conclusions --
Discussion questions --
Case study: Emirates Airline --
airline keeps cash reserves strong --
Further reading --
Internet resources --
Self-assessment questions --
References --
2. Comparative Human Resource Management --
Introduction --
Globalisation and HRM --
importance of context --
Best practice vs. best fit --
Culture vs. institutions --
Cultural explanations --
Institutional explanations --
Combining the two --
Static vs. dynamic --
Differences in HRM practice --
HRM department and role of line managers --
Flexible working practices --
Communications --
Conclusions: future issues in comparative HRM --
Theoretical issues --
Empirical issues --
Practical issues --
Concluding remark --
Discussion questions --
Case study: Flextronics University --
qualifying line managers for leadership and HR tasks --
Further reading --
Basics of comparative management --
Comparative HRM --
Internet resources --
Self-assessment questions --
References --
3. Culture in International Human Resource Management --
Introduction --
Different scientific views --
Different views bring different kinds of knowledge --
Structure of the chapter --
Studies on culture in management --
distinction between culture and Kultur --
Etic and emic --
Positivist views --
Psychological anthropology --
Functionalist anthropology (and sociology) --
'Culture and values' --
Interpretive views --
Cultural anthropology --
Interpretive sociology --
'Culture and meanings' --
Critical views --
Critical anthropology --
Post-colonial perspectives --
'Culture and power' --
Applying the three views to the case study --
positivist analysis --
interpretive analysis --
critical analysis --
Discussion --
Conclusion --
Discussion questions --
Case study: 'Not the way we do business around here' --
Further readings --
Internet resources --
Self-assessment questions --
References --
4. Human Resource Management in Cross-Border Mergers and Acquisitions --
Introduction --
Cultural differences and cross-border M&A performance --
Research on culture in international M&A --
Beyond cultural difference --
What does integration mean? --
Preservation acquisitions --
Absorption acquisitions --
Reverse mergers --
Best of both --
Transformation --
Managing cross-border integration: the HRM implications --
Assessing culture in the due diligence phase --
Undertaking a human capital audit and selecting the management team --
Effective communication --
Retaining talent --
Creating the new culture --
Managing the transition --
Integration manager and transition teams --
Moving with speed --
Conclusions and implications for M&A practice --
Discussion questions --
Case study: Cemex --
Further reading --
Internet resources --
Self-assessment questions --
References --
5. Approaches to IHRM --
Introduction --
Review of IHRM approaches --
Matching model --
Characteristics --
Contributions --
Limitations --
Harvard model --
Characteristics --
Contributions --
Limitations --
Contextual model --
Characteristics --
Contributions --
Limitations --
5-P model --
Characteristics --
Contributions --
Limitations --
European model --
Characteristics --
Contributions --
Limitations --
Implications of HRM models --
concept of HRM --
Are IHRM models applicable to other contexts? --
Universalist view --
Contingency vs. divergence --
Crossvergence and hybridisation --
What factors affect HRM approaches internationally? --
Institutional theory --
Cultural approach --
What are the implications of change for IHRM approaches? --
Conclusion --
Discussion questions --
Case study: HSBC in East Africa (before the 2008 credit crunch) --
Further reading --
Internet resources --
Self-assessment questions --
References --
6. International Assignments --
Introduction --
Staffing policies --
PCNs, HCNs or TCNs: (Dis)advantages and statistics --
Factors influencing the choice between HCNs and PCNs --
Motives for international transfers --
Why do companies assign employees abroad? Edström and Galbraith's typology --
Coordination through international assignees: Of bears, bumble-bees and spiders --
International assignees as knowledge agents --
Alternative forms of international assignments --
Inpatriate assignments --
Short-term assignments --
Self-initiated assignments --
Virtual assignments --
international assignment process --
Selection and preparation --
Selection criteria: Prescriptions for good practice --
Expatriate selection in practice --
Preparation --
Expatriate adjustment during the assignment --
Repatriation --
Dimensions of international assignment success --
Expatriate failure: is it just a myth? --
Multidimensional nature of assignment success --
Summary and conclusions --
Discussion questions --
Case study: Richard Debenham in Vienna: Between Velvet Divorce and the Sydney Olympics --
Further reading --
Internet resources --
Self assessment questions --
References --
7. Multinational Companies and the Host Country Environment --
Introduction --
Varieties of host country environments --
Labour market regulations --
Industrial relations systems --
Production systems and work organisation --
Education, training and careers --
Social stratification and living standards --
Welfare systems --
Household, family and gender systems --
Sustainability of divergent employment arrangements --
Institutionalist and culturalist approaches --
Towards convergence of country systems? --
Understanding how MNCs act in diverse host country environments --
MNCs as complex organisational actors --
MNCs in diverse host country environments --
Host country effects on HRM practices of MNC subsidiaries --
Pay practices --
Work organisation practices --
Collective representation --
Conclusion --
Discussion questions --
Case study: CMM Industries --
Further reading --
Internet resources --
Self-assessment questions --
References --
8. Transfer of Employment Practices Across Borders in Multinational Companies --
Introduction --
Why transfer practices? --
four influences framework --
Country of origin effect --
Dominance effects --
International integration --
Host country effects --
Conclusion --
Discussion questions --
Case study: Swedco --
Case study: General Motors in Spain --
Further reading --
Internet resources --
Self-assessment questions --
References --
9. High Performance Work Systems-International Evidence of the Impact on Firms and Employees --
Introduction --
Evolution of High Performance Work Systems (HPWS) --
Defining HPWS --
Theoretical perspectives in HPWS research --
HPWS-performance link --
HPWS and firm outcomes --
international evidence --
Are HPWS globally applicable? --
HPWS debates internationally --
Whose perspective? --
HPWS and employee outcomes --
international evidence --
critical role of the line manager --
Summary and conclusions --
Discussion questions --
Case study: The high performance work system in an Irish manufacturing company: mechanisms between HR practices and organisational performance --
Further reading --
Internet resources --
Self-assessment questions --
References --
10. Managing Knowledge in Multinational Firms --
Introduction --
Different types of knowledge --
Factors influencing knowledge sharing --
Sender unit ability and willingness --
Receiver unit ability and willingness --
mechanisms to share knowledge --
How to stimulate knowledge sharing --
Improving information about superior performance and knowledge --
Structural mechanisms --
Selecting expatriates with knowledge sharing in mind --
Social capital, social norms and global mindsets --
Performance management and incentives --
Gaining access to external knowledge --
Scanning global learning opportunities --
Partnering or merging --
Playing the virtual market --
Knowledge retention --
From the management of knowledge to innovation --
Summary and conclusions --
Discussion questions --
Case study: Spurring innovation through global knowledge management at Procter & Gamble --
Further reading --
Internet resources --
Self assessment questions --
References --
11. Development of Global Leaders and Expatriates --
Intoduction --
Organisations in the global environment --
Global leaders --
Defining the term global leader --
tasks associated with global leadership --
competencies of global leaders --
development of global leaders --
limitations of global leadership development programmes --
Expatriate development --
Cross-cultural training and development for expatriates --
effectiveness of cross-cultural training and development for expatriates --
Emerging themes in expatriate training and development --
Over-reliance on pre-departure training programmes --
Tailored expatriate training --
Use of short-term overseas assignments Note continued: Real-time training --
Assessment and development centres --
Self-training using electronic media --
International job rotation --
Personal security --
Summary and conclusions --
Discussion questions --
Case study: Closing the Gulf --
preparing US executives for assignments in Mexico --
Further reading --
Internet resources --
Self-assessment questions --
References --
12. Global and Local Resourcing --
Introduction --
Review of HR competencies approach --
External labour market changes and internal strategic choice --
Capitalist market economies: Japan and Taiwan --
Japan --
Taiwan --
Socialist market economies: China and Vietnam --
China --
Vietnam --
pre-reform system --
reform of the HR system --
Summary and conclusion --
Discussion questions --
Case study: ITOCHU --
a Japanese firm in the era of retrenchment and reform --
Further reading --
Internet resources --
Self-assessment questions --
References --
13. Global Performance Management --
Introduction --
Key components of PMS --
Goal-setting --
Feedback --
Performance evaluation process guidelines --
Training --
Key factors affecting PMS --
Technology --
Purpose of appraisal --
Performance standards --
Supervisor-subordinate relationships --
Reward systems --
impact of culture and PMS --
PMS in four leading economies: USA, UK, China and India --
PMS in the USA --
PMS in the UK --
PMS in China --
PMS in India --
PMS for expatriates --
Summary and conclusions --
Discussion questions --
Case study: V-Pharmel performance management case --
Further reading --
Internet resources --
Self-assessment questions --
References --
14. Total Rewards in the International Context --
Recap --
Introduction: the current state of total rewards --
Complexities faced by IHR managers --
Increased use of outsourcing --
Decentralisation of incentives --
Balancing performance metrics --
International total reward objectives for the MNC and the employee --
MNC objectives --
Ensuring that total rewards policies are consistent with business strategies --
Developing total rewards policies the maximise recruiting and retention efforts --
Developing cost-effective global total rewards policies --
Creating global total rewards policies that result in fair processes and outcomes --
Employee goals --
Creating HR policies that provide financial protection --
Creating HR policies that offer opportunities for financial growth and career advancement --
Creating HR policies that ease repatriation --
Traditional versus newer forms of International Assignments (IAs) --
Commuter IAs --
6-week IAs --
3-year IAs --
Key components of global total rewards programmes --
Base salary --
Foreign service inducements: foreign service premiums, mobility premiums, hardship premiums and danger pay --
Allowances --
Cost-of-living allowance (COLA) --
Goods and services allowance --
Exchange rate protection programmes --
Housing and utilities allowance --
Home leave allowance --
Rest, relaxation and rehabilitation leave and allowance --
Education allowance for expatriate's children --
Relocation allowance --
Spouse/family allowance --
Benefits --
Protection programmes --
Paid time-off --
Pension contributions --
Other benefits --
Approaches to international compensation --
going-rate approach --
Balance sheet approach --
Home country-based balance sheet approach --
Headquarters-based balance sheet approach --
Modified home country-based balance sheet approach --
Current best practices to international taxation --
Tax equalisation --
Tax protection --
International cost-of-living data --
Repatriation issues --
International trends in global total rewards --
Summary and conclusion --
Discussion questions --
Case study: In a world of pay --
Further reading --
Internet resources --
Self-assessment questions --
References --
15. Women Leading and Managing Worldwide --
Introduction --
Women managing across borders --
number of women expatriates is increasing --
Why multinational and global companies sent so few women on expatriate assignments --
Women don't want to go abroad? --
Companies do not want to send women abroad? --
Foreigners are so prejudiced that women would not succeed even if sent? --
Dual-career marriages make expatriation impossible for most women? --
Conclusion: The future: women leading and managing worldwide --
Discussion questions --
Case study: The Women's Global Leadership Forum --
Further reading --
Internet resources --
Self-assessment questions --
References --
16. Global Work-life Management in Multinational Corporations --
Introduction --
Tensions in global work-life management --
framework for global work-life management --
Global and local influences --
MNC influences --
IHRM system --
Individual and organisational outcomes --
Resolving tensions --
Directions for research --
Summary and conclusion --
Discussion questions --
Case study: Work-life in the global village --
Further reading --
Internet resources --
Self-assessment questions --
References --
17. Regulation and Change in Global Employment Relations --
Introduction --
centrality of regulation and its political and economic context --
Political projects and narratives of market de-regulation --
agents of de-regulation and flexibility: politics and institutions of change --
new politics of IHRM: projects and narratives of re-regulation --
Standardisation and labour market knowledge --
Labour standards and codes of practice --
Ethics, values and context --
Summary --
Conclusion --
Discussion questions --
Case study: A motor company in England --
Case study: A European company with subsidiary businesses in the UK and elsewhere --
Further reading --
Internet resources --
Self-assessment questions --
References --
18. Social Responsibility, Sustainability and Diversity of Human Resources --
Introduction --
Corporate ethical and social responsibility --
Theoretical perspectives of CSR --
CSR in practice --
CSR and business benefits --
Tensions in ethical HRM and business --
International labour standards and decent work --
Equal opportunities --
Labour law and government policy intervention --
Employer strategy and discrimination --
Diversity management --
Diversity management as a SHRM initiative --
Diversity management and organisational performance --
Diversity management in the global context --
Sustainability through the integration of CSR and HR policy --
CSR through employee involvement --
Building blocks of socially responsible HR practices --
Alignment of corporate CSR values and the delivery of the HR function --
Summary and conclusions --
Discussion questions --
Case study: Managing diversity in a Chinese-owned multinational IT firm --
Further reading --
Internet resources --
Self-assessment questions --
References.
Responsibility: [edited by] Anne-Wil Harzing and Ashly H. Pinnnington.

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