Human resource management in an international context:
Gespeichert in:
| Hauptverfasser: | , , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
London
Chartered Inst. of Personnel & Development
2006
|
| Ausgabe: | 1. publ. |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XXI, 377 S. |
| ISBN: | 9781843981091 1843981092 |
Internformat
MARC
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| 020 | |a 9781843981091 |9 978-1-84398-109-1 | ||
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| 100 | 1 | |a Lucas, Rosemary |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a Human resource management in an international context |c Rosemary E. Lucas ; Hamish Mathieson ; Benjamin Lupton |
| 250 | |a 1. publ. | ||
| 264 | 1 | |a London |b Chartered Inst. of Personnel & Development |c 2006 | |
| 300 | |a XXI, 377 S. | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 700 | 1 | |a Lupton, Ben |e Verfasser |4 aut | |
| 700 | 1 | |a Mathieson, Hamish |e Verfasser |4 aut | |
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| 999 | |a oai:aleph.bib-bvb.de:BVB01-020012904 | ||
Datensatz im Suchindex
| _version_ | 1804142538146185216 |
|---|---|
| adam_text | Contents
Boxes, figures and tables xv
About the contributors xvii
Acknowledgements xxi
Chapter 1 - Introduction
What is this book about? 1
Who should read it? 1
What does the book contain? 1
How to use this book 2
The broad approach taken in this book 2
What is different about this book? 2
A thematic conceptual framework 2
The structure of the book 4
Part 1 Employment and HRM 4
Part 2 Work organisation, flexibility and culture 5
Part 3 Recruiting, managing and developing people 5
Part 4 Regulation and employment relations 7
Part 5 Corporate governance, justice and equity 8
Part 1: Employment and human resource management
Chapter 2 - Employment in a global context 11
Purpose and scope 13
1 The nature of employment 13
Influences on employment 14
2 National differences and employment 15
Nation states 15
Physical and human resources 16
Social and political systems 16
3 A world of cultures 17
Understanding culture 17
The influence of Hofstede 19
The impact of cultural differences 20
Case study 1: Managing employment in Nigeria 20
4 Globalisation and management convergence 23
Globalisation and internationalisation 23
Regionalisation 25
Case study 2: Subsidiaries of German MNCs in the UK 26
5 Multinationals and employment 27
Strategic choice 27
Strategic influences 28
Strategic opportunities 28
Consistency and differentiation 29
Standardisation and differentiation 30
Conclusions and future issues 30
Case study 3: Subsidiaries of US MNCs in Germany 31
References 33
Human Resource Management in an International Context
Chapter 3 - Human resource management 37
Purpose and scope 37
1 The nature and scope of HRM 37
Introducing HRM 37
Pinpointing HRM activity 39
A strategic framework for HRM 40
2 Comparative models of HRM 41
Western perspectives 41
Other western perspectives on HRM 42
Limitations of western models 43
Cross-national HRM 44
National context 44
Case study 4: HRM in transition in Central and Eastern Europe 45
Organisation context 46
Case study 5: HRM in transition in multinational banking companies
in Pakistan 46
3 International and global HRM 48
Is there a difference? 48
4 The management of HRM 50
The status of the HR function 50
The changing nature of the HR function 51
The role of HR departments in different countries 52
Conclusions and future issues 53
Case study 6: Managing guanxi in a Swiss-Chinese joint venture 54
References 56
Part 2: Work organisation, flexibility and culture
Chapter 4 - Work organisation and flexibility 63
Purpose and scope 65
1 An overview of work organisation and flexibility 65
2 The major influences on work organisation and flexibility 66
Demand factors 66
Supply factors 67
Working-time flexibility and work intensification 67
Case study 7: Working time and deregulation in Australia and
New Zealand 68
3 Policy frameworks in respect of work organisation and flexibility 69
Regulation of employer-driven flexibility 69
Case study 8: The 35-hour week in France 70
Regulation of employee-driven flexibility 71
4 Employer-driven flexible working practices 74
Core employees 74
Periphery employees 75
Temporal flexibility 75
Trends in flexibility 75
Flexibility and HRM 75
Implications of part-time working 76
Case study 9: Trust-based working time in Germany 77
Contents
5 Employee-driven flexible working practices 78
The business case as a policy approach 79
Types of WLI policy 79
Implementation of WLI policy 81
Conclusions and future issues 83
Case study 10: WLI in Norway 83
References 85
Chapter 5 - Culture change management 89
Purpose and scope 89
1 Introducing culture change management 89
2 What is culture? 90
3 Culture and human resource management 91
Why manage culture? 91
Culture in HRM theory 92
Customer orientation and the New Service Management School 93
4 Exporting company cultures: international retailers 94
5 Evaluating culture change programmes 96
Empirical evidence on culture change 96
Case study 11: Managing culture in a medium-sized Greek food
retailer 99
Love of product 100
Case study 12: UP-FRONT s love of product culture 101
6 Is managing culture feasible? 102
Smircich s analytic foundations 102
Martin s three-perspective framework 102
7 Culture: a contested terrain? 104
Customer service in a customer-oriented bureaucracy 104
Emotional labour: the commercialisation of feeling 106
Case study 13: Cathay Pacific Airlines - the perfumed picket line 107
Conclusions and future issues 109
Case study 14: When Let s-Shop met Value-Plus 110
References 112
Part 3: Recruiting, managing and developing people
Chapter 6 - Recruitment and selection 117
Purpose and scope 119
1 Conceptual overview 120
Recruitment and selection and HR strategy 120
2 The context for recruitment and selection 122
The external context 122
The organisational context 124
Case study 15: Hospice Africa Uganda 125
3 Recruitment and selection strategies and processes 126
Job and role analysis 126
Recruitment 126
Selection 127
Employee perspectives 128
Evaluation 128
vii
Human Resource Management in an International Context
Case study 16: The recruitment and selection of hotel staff in Mali 129
4 The role of technology in the recruitment and selection of staff 130
Recruitment and selection and the Internet 130
Case study 17: JobsDB. com 132
5 The recruitment and selection of international staff 133
Recruiting and selecting expatriates 134
Conclusions and future issues 135
Case study 18: The recruitment and selection of senior staff in an
international context - the case of Estonia 136
References 138
Chapter 7 - Learning and development 147
Purpose and scope 147
1 The why : L D in an IHRM context 148
2 Defining L D 148
Defining learning 149
What is meant by L D in the twenty-first century? 149
Learning as acquisition: effective information processing 150
The importance of L D at all levels 151
Individual learning: learning styles in an international context 152
Case study 19: L D across cultures 153
Learning at the group/team level 153
Learning at the organisational level: the rise of the learning
organisation 154
Looking beyond the learning organisation 154
Learning as participation: how to perform together 155
Case study 20: Learning as participation - getting on in the
community 155
3 The who : key players in L D 156
Who is responsible for L D? - the macro-level view 156
The role of HR practitioners in L D: learning architects and thinking
performers 157
Case study 21: L D at Accenture, in India 159
4 The how : approaches for L D 161
Type 3: formal L D activities and the role of higher education 162
Type 1: informal approaches 164
Type X and Type 2: the best and the worst of L D
Action learning 165
Conclusions and future issues 166
Case study 22: Action learning in L D - cultural issues 166
References 168
Chapter 8 - Managing performance 173
Purpose and scope 173
1 Conceptual overview 174
The concept of performance management 174
The theoretical basis for performance management 175
The cultural context for performance management 175
2 Performance management processes 176
The role of objectives/goals 176
Contents
Setting objectives 177
Development aimed at achieving objectives 177
Performance review 177
Functions of review 178
3 Performance management and reward 179
Non-financial reward 179
Financial reward 180
PMS and reward internationally 180
Case study 23: Performance evaluation and reward in Australian
local government 181
4 Performance management and teams 182
Developments in managing team performance 182
Case study 24: Performance management and teamworking in Egypt 183
5 Expatriate performance management 185
The challenges of expatriate performance management 185
Developments in expatriate performance management 186
Case study 25: Expatriate performance management at Nokia,
Finland 186
6 360-degree feedback 188
Purpose 188
Process 188
A critique of 360-degree feedback 189
Issues to address 189
Conclusions and future issues 190
Case study 26: Introducing 360-degree feedback to electricity
generation in New Zealand 191
References 193
Chapter 9 - Reward 199
Purpose and scope 199
1 Reward in an international context 200
The nature of reward and its strategic significance 200
National influences in international reward 201
Culture 201
Base pay 202
Variable or contingent pay 203
Benefits 204
Non-financial benefits 205
2 Expatriate pay 205
Types of international and expatriate assignments 205
The objectives of expatriate pay 206
Factors that affect the pay of expatriate employees 207
Components of expatriate pay 208
Calculating expatriate pay 209
Selecting the appropriate approach 211
Taxation 211
Issues in expatriate pay 211
Evaluating the return on expatriate investment 212
Case study 27: Cadbury-Schweppes assignment policy 213
iv
Human Resource Management in an International Context
3 Global reward strategy 215
Developing a global reward strategy 217
Managing reward on a global basis 219
Conclusions and future issues 220
Case study 28: Introducing a global reward strategy at Anywhere 221
Corporation
References 222
Part 4: Regulation and employment relations
Chapter 10 - Employee voice 227
Purpose and scope 229
1 Introduction to employee voice 229
Rationales for voice articulation 230
2 Dimensions of employee voice 230
Direct voice 231
Indirect voice 232
3 Employee voice in an international context - framework for analysis 233
A framework for analysing patterns of employee voice 234
Economic conditions 235
Cultural values and ideologies 236
The politico-legal context 236
Strategic choice 237
Power of the parties 237
Organisational innovations 238
Case study 29: Employee voice and restructuring at Lufthansa and
British Airways 238
4 International trends in employee voice 240
Power-centred voice 240
Other forms of indirect power-centred voice 243
Task-centred voice 244
Ownership-centred voice 244
Influences on employee financial participation 245
Limitations of employee share plans 245
Case study 30: The cross-border transfer of employee relations
practices - subsidiaries of US MNCs in the UK 246
5 Globalisation and the future of employee voice 247
Mechanisms to protect employees rights to free association 247
Mechanisms of transnational employee voice articulation 248
Conclusions and future issues 250
Case study 31: The international framework agreement at Chiquita
Brands 251
References 253
Chapter 11 - Employment law 259
Purpose and scope 259
1 Country-by-country divergence 260
Different legal traditions 260
Different employment law regimes 262
x
Contents
2 Dismissal law 263
Highly prescribed 263
Highly permissive 264
Case study 32: Employment termination in the USA - the issue of
employment at will 265
Half-way houses 266
3 Working time 266
Limited regulation 267
Detailed regulation 267
Case study 33: The 35-hour week in France and its application to
managers 268
To regulate or deregulate? 269
4 Regional convergence: EL) law 270
5 International convergence: the International Labour Organisation (ILO) 273
Constitution and scope 274
Policy instruments 275
Enforcement and compliance 275
Conclusions and future issues 276
Case study 34: The Bulgarian Labour Code - wages, social
partnership and ILO and EU compliance 277
References 280
Part 5: Corporate governance, justice and equity
Chapter 12 - Corporate social responsibility and HRM 283
Purpose and scope 285
1 What is CSR? 286
A new agenda 286
Defining corporate social responsibility 286
Why has CSR become such a prominent issue in the new
millennium? 289
Arguments against the CSR response 290
2 The contribution of HRM to the CSR agenda 292
Pay and reward 293
Working time 295
Employer branding 296
3 Organising CSR and integrating it into the HRM function 297
Challenges for the HR function from CSR 298
4 CSR reporting 298
Reporting HRM aspects 299
Case study 35: Pioneers in reporting HRM aspects of CSR - the
Co-op Bank s partnership reports 301
Reporting on human rights issues 301
Case study 36: Human rights collaboration - the World Cocoa
Foundation 303
Conclusions and future issues 303
Case study 37: HRM and CSR best practice in British Telecom 304
References 306
xi
Human Resource Management in an International Context
Chapter 13 - Ethics and organisational justice 309
Purpose and scope 309
1 Ethics and business 309
What is ethics? 309
Connecting ethics and business 310
Case study 38: Whistleblowing in South Korea - Confucian ethics
and collectivism 311
2 What are ethical theories? 313
The basis of theories 313
Consequentialist theories 313
Duty theories 315
Virtue theories 317
Cross-cultural issues 318
Case study 39: What ethical criteria govern businesspeople s
behaviour in Russia and the USA? 319
3 What is the case for a more ethically informed approach to HRM? 321
Perceived moral decay in western economies 321
Declining western economies and emerging Far East economies 321
The failure of MBA courses 321
The need for a common good in business and society 321
4 Organisational justice 322
Fairness and the good employer 322
Theories of organisational justice 323
Cultural implications of organisational justice 324
Case study 40: Social justice and organisational justice in sub-
Saharan Africa 325
Conclusions and future issues 326
Case study 41: Enron - the business ethics case of the millennium 327
References 329
Chapter 14 - Employment equality 333
Purpose and scope 333
1 Employment inequality: problems and solutions 334
Employment inequalities: who is affected, and in what ways? 334
Employment management: theory and practice 335
2 Equality and the law 337
The international legal framework 337
National equality legislation - an example: the UK 339
Case study 42: Equity law challenge 340
3 Equality issues in international context 341
Gender equality in the EU 341
Case study 43: Gender equality in Britain and France 343
Gender equality in China 344
Case study 44: Women s managerial careers in China 345
Race equality and diversity in Africa 346
Conclusions and future issues 348
Case study 45: Gender equality in the former Communist countries of
eastern Europe and Russia 349
References 35^
xii
Contents
Chapter 15 - Themes and reflections 357
Globalisation 357
Convergence and divergence 358
Cultural variation 359
HRM challenges for the future 360
References 360
Index 361
xiii
Boxes, figures and tables
Boxes, figures and tables
Chapter 3
Box: P O Group: business strategy and the human dimension
Box: International HR societies and associations
Table 1: IHRM practices in strategic orientation across ten countries
Chapter 4
Table 2: Comparative public policy approaches to work-life integration
Box: Types of WLI policy and their implications
Chapter 5
Box: Gap Inc s international culture
Box: Schein s model of cultural levels
Chapter 7
Box: Unpacking the learning architect role
Box: Key questions to evaluate L D interventions
Figure 1: Four development types
Chapter 8
Figure 2: Typical performance management cycle
Table 3: The effect of individualism/collectivism and power distance on the performance
appraisal process
Chapter 9
Box: Sources of hardship on expatriate placements
Box: Researching national information
Chapter 10
Table 4: Average union density and collective bargaining coverage
Chapter 11
Box: The influence of ILO standards
Chapter 12
Box: Healthy and happy eating at McDonald s
Table 5: Examples of company terms for CSR
Table 6: Handling CSR at boardroom level
Chapter 13
Box: A brief consequentialist analysis of the effectiveness of regulation in business
Box: Utilitarianism - steps of maximising human happiness by minimising unhappiness
Box: Would bribery be acceptable to a Kantian?
Box: Should loyalty come before honesty in business?
Table 7: Changes in social-moral attitudes in the Ukraine
xv
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| id | DE-604.BV025389094 |
| illustrated | Not Illustrated |
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| isbn | 9781843981091 1843981092 |
| language | English |
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| spelling | Lucas, Rosemary Verfasser aut Human resource management in an international context Rosemary E. Lucas ; Hamish Mathieson ; Benjamin Lupton 1. publ. London Chartered Inst. of Personnel & Development 2006 XXI, 377 S. txt rdacontent n rdamedia nc rdacarrier Lupton, Ben Verfasser aut Mathieson, Hamish Verfasser aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=020012904&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Lucas, Rosemary Lupton, Ben Mathieson, Hamish Human resource management in an international context |
| title | Human resource management in an international context |
| title_auth | Human resource management in an international context |
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| title_full | Human resource management in an international context Rosemary E. Lucas ; Hamish Mathieson ; Benjamin Lupton |
| title_fullStr | Human resource management in an international context Rosemary E. Lucas ; Hamish Mathieson ; Benjamin Lupton |
| title_full_unstemmed | Human resource management in an international context Rosemary E. Lucas ; Hamish Mathieson ; Benjamin Lupton |
| title_short | Human resource management in an international context |
| title_sort | human resource management in an international context |
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