International Human Resource Management:
Gespeichert in:
| Hauptverfasser: | , , , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
London ; New York ; New Delhi
Kogan Page
2023
|
| Ausgabe: | fifth edition |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Includes bibliographical references and index. - Hier auch später erschienene, unveränderte Nachdrucke |
| Beschreibung: | xiv, 468 Seiten Diagramme |
| ISBN: | 9781398603530 9781398603554 |
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CONTENTS List of figures and tables x Walkthrough of textbook features xii Online resources XV Acknowledgements xvi 01 International HRM: an Introduction 1 Introduction 2 The study of organisations that operate internationally 3 The changing context of globalisation 5 What is international human resource management? 8 Why study international human resource management? 11 Universalist versus contextual view 12 The value of the different paradigms 14 Convergence in HRM 15 Divergence in HRM 16 How is the field of international HRM evolving? 18 Structuring the field into three components - an outline of the book 20 What is new about this edition? 23 part one 02 Cross-national human resource management Differing national contexts зі Introduction: culture and institutions 31 Institutional approaches to comparative HRM 34 Comparative capitalisms 36 Business systems theory 37 Regulationalism 41 What do these theories mean for human resource management? 43 The USA and the rest of the world 44 Conclusion 48 03 The impact of national culture 56 Introduction 56 What is culture? 58 Cross-national comparisons 60 Hall’s research 62 Hofstede’s research 63 Schwartz’s research 68
vi Contents The GLOBE project 69 Critical perspectives on work conducted at the national level: moving towards a deeper understanding 71 Intercultural interactions: the impact of culture on organisational behaviour and HRM 76 The multiple cultures perspective: multiculturalism and cultural identities 78 The notion of cultural intelligence 82 part two Comparative human resource management 04 Employee relations and collective voice 93 Introduction 93 What are unions? A cross-national comparative overview 95 Comparative structures of governance through joint regulation 99 Direct statutory regulation of the employment relationship 110 Unions, works councils and business performance 113 What influences comparative patterns of employee relations structures? 114 Best practice in employee relations 115 05 Non-standard employment: flexibility, precarity and work-life balance 122 Introduction 123 Employer-centred flexibility 124 Employee-centred flexibility: work-life balance 131 Factors underlying comparative variation in flexibility and work-life balance 137 International best practice in flexibility and work-life balance 148 Об Work organisation: direct communication and autonomy 155 Introduction 156 Taylorism and Fordism as a solution. and a problem 156 Direct communication: initiatives and rationales 158 Direct downward communication 159 Upward direct communication 160 Lateral communication 162 Reform beyond communication: employee discretion and autonomy 163 All teams against Taylorism? 163 Cross-national comparative employee autonomy 164 Emergent technologies and work
organisation 168 Influences on comparative patterns of work organisation 169 One best way internationally in work organisation? 172
Contents 07 Extrinsic reward 178 Introduction 178 Reward and bases of pay 179 Attaching pay to post via job classification and evaluation: internal labour markets 181 The incidence of pay for performance 184 The significance to employees of pay for performance 189 Culture and reward systems 189 Is cultural explanation of reward enough? 190 The state, unions, employers’ associations and collective bargaining 192 International evidence on best practice in reward 202 Space for strategy 205 08 Strategic workforce planning, recruitment and selection 211 Introduction 212 Strategic workforce planning 214 Recruitment methods 215 Recruitment in its institutional context 230 The scope of labour legislation 232 Internal and external labour markets 234 Putting recruitment and selection into cultural context 235 Conclusions 238 09 Performance management 243 Introduction 243 Definitions and background to performance management 245 Comparative literature on performance management 248 Context and performance management 249 National differences: culture 250 National differences: institutions 255 Conclusions 259 10 Training and development 265 Introduction 265 Training and development in context 267 The role of the state national systems: varieties of capitalism, education and initial vocational education and training 271 Growth in the higher education market 274 Vocational education and training 275 What about the future of VET? 278 Considering cost-benefits of training 278 Summary 287 vii
viii Contents 11 Global HRM departments 295 Introduction 296 Common ambitions for the HRM department? 296 Living up to new ambitions? 300 The strategic integration of HRM departments 301 The role of line management in HRM 305 Influences on cross-national comparative variations in the role of HRM departments 307 Global HRM departments in MNCs 310 Towards a global HRM delivery model 312 The impact of shared services and the effects of electronic HRM 314 The pressure to outsource some transactional activities 314 part three International human resource management 12 International HRM: theory and practice 329 Introduction 329 Different ways of thinking about economic globalisation 331 The dominant global firm or global factory thesis 333 The counter thesis: MNEs and the surrounding business ecology 335 The key theories used to understand global businesses 337 Different levels of analysis for thinking about globalisation 353 13 Managing international mobility 361 Introduction 362 Different forms of international work experience 363 Human resource management of assigned expatriation 368 Human resource management of self-initiated expatriation 379 HRM of short-term expatriates, international business travellers and international commuters 380 Human resource management of migrants and refugees 380 Managing the mix 382 The individual perspective: careers 383 Looking forward 384 14 International talent management 392 Introduction 393 Definition and philosophies 394 Talent management as a categorisation of people 399 Talent management as the presence of key HRM processes 400 Talent
management as the identification of pivotal positions 403 Talent management as strategic pools of people 405 Talent management as global employer branding 407
Contents Understanding the corporate roles involved in managing talent management 413 Managing the international labour force: from micro to macro talent management 416 15 Globalising HRM 429 Introduction 430 Balancing global integration and local responsiveness 432 Global networking and teamwork 437 Global performance management 447 Looking to the future 449 Index 459 ix |
| adam_txt |
CONTENTS List of figures and tables x Walkthrough of textbook features xii Online resources XV Acknowledgements xvi 01 International HRM: an Introduction 1 Introduction 2 The study of organisations that operate internationally 3 The changing context of globalisation 5 What is international human resource management? 8 Why study international human resource management? 11 Universalist versus contextual view 12 The value of the different paradigms 14 Convergence in HRM 15 Divergence in HRM 16 How is the field of international HRM evolving? 18 Structuring the field into three components - an outline of the book 20 What is new about this edition? 23 part one 02 Cross-national human resource management Differing national contexts зі Introduction: culture and institutions 31 Institutional approaches to comparative HRM 34 Comparative capitalisms 36 Business systems theory 37 Regulationalism 41 What do these theories mean for human resource management? 43 The USA and the rest of the world 44 Conclusion 48 03 The impact of national culture 56 Introduction 56 What is culture? 58 Cross-national comparisons 60 Hall’s research 62 Hofstede’s research 63 Schwartz’s research 68
vi Contents The GLOBE project 69 Critical perspectives on work conducted at the national level: moving towards a deeper understanding 71 Intercultural interactions: the impact of culture on organisational behaviour and HRM 76 The multiple cultures perspective: multiculturalism and cultural identities 78 The notion of cultural intelligence 82 part two Comparative human resource management 04 Employee relations and collective voice 93 Introduction 93 What are unions? A cross-national comparative overview 95 Comparative structures of governance through joint regulation 99 Direct statutory regulation of the employment relationship 110 Unions, works councils and business performance 113 What influences comparative patterns of employee relations structures? 114 Best practice in employee relations 115 05 Non-standard employment: flexibility, precarity and work-life balance 122 Introduction 123 Employer-centred flexibility 124 Employee-centred flexibility: work-life balance 131 Factors underlying comparative variation in flexibility and work-life balance 137 International best practice in flexibility and work-life balance 148 Об Work organisation: direct communication and autonomy 155 Introduction 156 Taylorism and Fordism as a solution. and a problem 156 Direct communication: initiatives and rationales 158 Direct downward communication 159 Upward direct communication 160 Lateral communication 162 Reform beyond communication: employee discretion and autonomy 163 All teams against Taylorism? 163 Cross-national comparative employee autonomy 164 Emergent technologies and work
organisation 168 Influences on comparative patterns of work organisation 169 One best way internationally in work organisation? 172
Contents 07 Extrinsic reward 178 Introduction 178 Reward and bases of pay 179 Attaching pay to post via job classification and evaluation: internal labour markets 181 The incidence of pay for performance 184 The significance to employees of pay for performance 189 Culture and reward systems 189 Is cultural explanation of reward enough? 190 The state, unions, employers’ associations and collective bargaining 192 International evidence on best practice in reward 202 Space for strategy 205 08 Strategic workforce planning, recruitment and selection 211 Introduction 212 Strategic workforce planning 214 Recruitment methods 215 Recruitment in its institutional context 230 The scope of labour legislation 232 Internal and external labour markets 234 Putting recruitment and selection into cultural context 235 Conclusions 238 09 Performance management 243 Introduction 243 Definitions and background to performance management 245 Comparative literature on performance management 248 Context and performance management 249 National differences: culture 250 National differences: institutions 255 Conclusions 259 10 Training and development 265 Introduction 265 Training and development in context 267 The role of the state national systems: varieties of capitalism, education and initial vocational education and training 271 Growth in the higher education market 274 Vocational education and training 275 What about the future of VET? 278 Considering cost-benefits of training 278 Summary 287 vii
viii Contents 11 Global HRM departments 295 Introduction 296 Common ambitions for the HRM department? 296 Living up to new ambitions? 300 The strategic integration of HRM departments 301 The role of line management in HRM 305 Influences on cross-national comparative variations in the role of HRM departments 307 Global HRM departments in MNCs 310 Towards a global HRM delivery model 312 The impact of shared services and the effects of electronic HRM 314 The pressure to outsource some transactional activities 314 part three International human resource management 12 International HRM: theory and practice 329 Introduction 329 Different ways of thinking about economic globalisation 331 The dominant global firm or global factory thesis 333 The counter thesis: MNEs and the surrounding business ecology 335 The key theories used to understand global businesses 337 Different levels of analysis for thinking about globalisation 353 13 Managing international mobility 361 Introduction 362 Different forms of international work experience 363 Human resource management of assigned expatriation 368 Human resource management of self-initiated expatriation 379 HRM of short-term expatriates, international business travellers and international commuters 380 Human resource management of migrants and refugees 380 Managing the mix 382 The individual perspective: careers 383 Looking forward 384 14 International talent management 392 Introduction 393 Definition and philosophies 394 Talent management as a categorisation of people 399 Talent management as the presence of key HRM processes 400 Talent
management as the identification of pivotal positions 403 Talent management as strategic pools of people 405 Talent management as global employer branding 407
Contents Understanding the corporate roles involved in managing talent management 413 Managing the international labour force: from micro to macro talent management 416 15 Globalising HRM 429 Introduction 430 Balancing global integration and local responsiveness 432 Global networking and teamwork 437 Global performance management 447 Looking to the future 449 Index 459 ix |
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| spelling | Brewster, Chris 1947- Verfasser (DE-588)11393260X aut International Human Resource Management Chris Brewster, Elizabeth Houldsworth, Paul Sparrow and Guy Vernon fifth edition London ; New York ; New Delhi Kogan Page 2023 xiv, 468 Seiten Diagramme txt rdacontent n rdamedia nc rdacarrier Includes bibliographical references and index. - Hier auch später erschienene, unveränderte Nachdrucke Führung (DE-588)4018776-7 gnd rswk-swf Internationales Management (DE-588)4114040-0 gnd rswk-swf Humanvermögen (DE-588)4240300-5 gnd rswk-swf Multinationales Unternehmen (DE-588)4075092-9 gnd rswk-swf Personalentwicklung (DE-588)4121465-1 gnd rswk-swf (DE-588)4123623-3 Lehrbuch gnd-content Multinationales Unternehmen (DE-588)4075092-9 s Internationales Management (DE-588)4114040-0 s DE-604 Führung (DE-588)4018776-7 s Humanvermögen (DE-588)4240300-5 s Personalentwicklung (DE-588)4121465-1 s Houldsworth, Elizabeth Verfasser (DE-588)1289449309 aut Sparrow, Paul R. 1956- Verfasser (DE-588)170772551 aut Vernon, Guy Verfasser (DE-588)1289449554 aut Erscheint auch als Online-Ausgabe 978-1-3986-0354-7 Digitalisierung UB Passau - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=034136142&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
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| title | International Human Resource Management |
| title_auth | International Human Resource Management |
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| title_full | International Human Resource Management Chris Brewster, Elizabeth Houldsworth, Paul Sparrow and Guy Vernon |
| title_fullStr | International Human Resource Management Chris Brewster, Elizabeth Houldsworth, Paul Sparrow and Guy Vernon |
| title_full_unstemmed | International Human Resource Management Chris Brewster, Elizabeth Houldsworth, Paul Sparrow and Guy Vernon |
| title_short | International Human Resource Management |
| title_sort | international human resource management |
| topic | Führung (DE-588)4018776-7 gnd Internationales Management (DE-588)4114040-0 gnd Humanvermögen (DE-588)4240300-5 gnd Multinationales Unternehmen (DE-588)4075092-9 gnd Personalentwicklung (DE-588)4121465-1 gnd |
| topic_facet | Führung Internationales Management Humanvermögen Multinationales Unternehmen Personalentwicklung Lehrbuch |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=034136142&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT brewsterchris internationalhumanresourcemanagement AT houldsworthelizabeth internationalhumanresourcemanagement AT sparrowpaulr internationalhumanresourcemanagement AT vernonguy internationalhumanresourcemanagement |