International human resource management:
Gespeichert in:
| Format: | Buch |
|---|---|
| Sprache: | English |
| Veröffentlicht: |
London
Chartered Institute of Personnel and Development CIPD House
2011
|
| Ausgabe: | 3. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Includes bibliographical references and index. - Hier auch später erschienene, unveränderte Nachdrucke |
| Beschreibung: | XV, 461 S. graph. Darst. |
| ISBN: | 9781843982661 |
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| 245 | 1 | 0 | |a International human resource management |c Chris Brewster... |
| 250 | |a 3. ed. | ||
| 264 | 1 | |a London |b Chartered Institute of Personnel and Development CIPD House |c 2011 | |
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Datensatz im Suchindex
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|---|---|
| adam_text | Titel: International human resource management
Autor: Brewster, Chris
Jahr: 2011
Contents
LIST OF TABLES x
LIST OF FIGURES xii
WALKTHROUGH xiv
Chapter 1 International Human Resource Management: An Introduction 1
Introduction 1
What is new about this edition? 2
Key trends 4
What is international human resource management? 8
Structuring the field into three components 11
How is the overall field of IH RM evolving? 14
An outline of the book 16
PART ONE CROSS-CULTURAL MANAGEMENT 21
Chapter 2 The Impact of National Culture 23
Introduction 23
Putting the study of culture into context 26
What is culture? 28
National cultures and organisation 33
Limitations and cultural generalisations of work at the national
level 43
Chapter 3 Culture and Organisational Life 51
Introduction 51
The impact of culture on organisational behaviour and H RM 52
The role of the manager, leadership and management styles 56
Culture and the individual 58
Can we develop global leader competencies? 60
Developing cultural intelligence 62
PART TWO COMPARATIVE HUMAN RESOURCE MANAGEMENT 69
Chapter 4 Comparative HRM and Institutional Influences 71
Introduction 71
Universalist versus contextual HRM 72
Institutional theory 75
Institutional approaches to comparative H RM 77
Business systems theory 81
What do these theories mean for human resource
management? 84
The USA and the rest of the world 85
Convergence and divergence in H RM 87
Chapter 5 Employee Relations and Collective Communication 95
Introduction 95
What are trade unions? 96
Comparative structures of governance 99
Direct statutory regulation of the employment relationship 108
Unions, management and business performance 110
What influences comparative patterns of employee relations
structures? 111
Best practice in employee relations 112
Chapter 6 The Organisation of Work 115
Introduction 115
Taylorism and fordism as a solution... and a problem 116
Direct communication: initiatives and their comparative
coverage 117
Direct downward communication 119
Upward direct communication 122
Lateral communication 126
Reform beyond communication: employee discretion and
autonomy 127
All teams against taylorism? 128
Cross-national comparative work organisation 129
Influences on comparative patterns of the organisation
of work 131
One best way internationally in the organisation of work? 133
Chapter 7 Flexibility and Work-Life Balance 136
Introduction 136
The implications of flexibility 138
Contractual flexibility: non-permanent employment 140
Working time flexibility 142
Work-life balance 146
Factors underlying comparative variation in flexibility and
work-life balance 150
International best practice in flexibility and work-life
balance 153
Chapter 8 Recruitment and Selection 157
Introduction 157
Recruitment 159
Recruitment methods 164
Selection 170
Putting recruitment and selection into cultural context 174
Regional challenges 178
Global pressures on domestic recruitment 182
Chapter 9 Performance Management 186
Introduction 186
Definitions, and the background to performance
management 188
Comparative literature on performance management 196
Context and performance management 199
Performance management and culture 205
Chapter 10 Rewards 211
Introduction 211
Reward and bases of pay 212
Linking pay to post via job classification and evaluation:
comparative variation 215
The incidence of pay for performance 216
The significance to employees of pay for performance 222
Culture and distinctive national reward systems 222
Is cultural explanation of reward enough? 227
The role of unions, employers associations and collective
bargaining 228
Managing pay for performance: procedural issues 231
International evidence on best practice in reward 231
Space for strategy 233
Chapter 11 Training and Development 236
Introduction 236
Training and development in context 238
The role of the state national systems: varieties of
capitalism, education, and initial vocational education
and training 240
Continuing training - the role of the employer 249
Management development 252
Chapter 12 The Role of the HRM Department 261
Introduction 261
Common ambitions for the HRM department? 262
Living up to new ambitions 267
The changing nature of the HRM function 272
The role of line management in HRM 273
The pressure to outsource some transactional activities 276
The impact of shared services and the effects of electronic
HRM 279
The influences on cross-national comparative variation in
the role of HRM departments 281
Best practice in the role of H RM departments 283
PART THREE INTERNATIONAL HUMAN RESOURCE MANAGEMENT 287
Chapter 13 International HRM: Theory and Practice 289
Introduction 289
Looking to the field of international business 290
Life-cycle models 296
Organisational design models 301
Strategic international HRM: contingency approaches 305
Resource dependency theory 307
The resource-based view of the firm 307
The knowledge-based view of the firm and organisational
learning theory 309
Relational and social capital theory 311
A model of global HRM 317
Chapter 14 Managing Expatriation 321
Introduction 321
Strategic planning 326
Selection (recruitment) 328
Preparation 333
Adjustment 335
The reward package 338
Performance measurement 341
Repatriation 342
The individual perspective: careers 343
Chapter 15 Managing Diversity in International Forms of Working 346
Introduction 346
Global skills supply strategies 347
Internationalising the sourcing process in organisations 348
Other forms of international working 350
Types of international employees 353
Women in international management 355
Dual-career couples 359
The implications of international working on work-life
balance 360
Measuring the value of international assignments 362
The multi-cultural team 364
Key competencies for multi-cultural teams 368
Strategies for managing multi-cultural teams 369
Chapter 16 Globalising HRM 372
Introduction 372
The pursuit of global operations and designs 374
Reflecting global operations in IHRM 377
The integration mechanisms provided by the centre 384
Talent management 386
Employer branding 392
Global knowledge management strategies and
management through global networks 395
REFERENCES 401
INDEX 454
|
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| discipline | Wirtschaftswissenschaften |
| edition | 3. ed. |
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