International Human Resource Management, 5th Edition
- Length: 488 pages
- Edition: 5
- Language: English
- Publisher: CIPD - Kogan Page
- Publication Date: 2023-02-28
- ISBN-10: 1398603554
- ISBN-13: 9781398603554
- Sales Rank: #0 (See Top 100 Books)
Mapped to the CIPD Level 7 module of the same name, International Human Resource Management is a critical textbook for all HR students. Structured around the three core areas of cross-cultural HRM, comparative HRM and international HRM itself, this book provides students with a thorough grounding in the key approaches to international HRM.
Packed with global examples and case studies to support learning., this book explores all aspects of international human resource management from global talent strategy, recruitment and knowledge management to the difference in reward systems across cultures and managing expatriate assignments making it essential reading for students on both CIPD and non-CIPD accredited courses.
Supported by ‘theory and practice’ boxes in every chapter and with reflective activities and learning questions throughout, International Human Resource Management ensures that students without real-world business experience fully understand the main concepts and how they apply in the world of work. This edition now includes new coverage of the impact of the gig economy on international HRM, how technology is impacting HRM across countries and new material on workforce diversity. Online resources include an instructor’s manual, lecture slides and additional case studies.
Cover Endorsements Titlepage Contents List of figures and tables Figures Tables Walkthrough of textbook features Online resources Acknowledgements 01 International HRM: an introduction Introduction The study of organisations that operate internationally The changing context of globalisation What is international human resource management? Why study international human resource management? Universalist versus contextual view The value of the different paradigms Convergence in HRM Divergence in HRM How is the field of international HRM evolving? Structuring the field into three components – an outline of the book What is new about this edition? Part One Cross-national human resource management 02 Differing national contexts Introduction: culture and institutions Institutional approaches to comparative HRM Comparative capitalisms Business systems theory Regulationalism What do these theories mean for human resource management? The USA and the rest of the world Conclusion 03 The impact of national culture Introduction What is culture? Cross-national comparisons Hall’s research Hofstede’s research Schwartz’s research The GLOBE project Critical perspectives on work conducted at the national level: moving towards a deeper understanding Intercultural interactions: the impact of culture on organisational behaviour and HRM The multiple cultures perspective: multiculturalism and cultural identities The notion of cultural intelligence Part Two Comparative human resource management 04 Employee relations and collective voice Introduction What are unions? A cross-national comparative overview Comparative structures of governance through joint regulation Direct statutory regulation of the employment relationship Unions, works councils and business performance What influences comparative patterns of employee relations structures? Best practice in employee relations 05 Non-standard employment: flexibility, precarity and work–life balance Introduction Employer-centred flexibility Employee-centred flexibility: work–life balance Factors underlying comparative variation in flexibility and work–life balance International best practice in flexibility and work–life balance 06 Work organisation: direct communication and autonomy Introduction Taylorism and Fordism as a solution... and a problem Direct communication: initiatives and rationales Direct downward communication Upward direct communication Lateral communication Reform beyond communication: employee discretion and autonomy All teams against Taylorism? Cross-national comparative employee autonomy Emergent technologies and work organisation Influences on comparative patterns of work organisation One best way internationally in work organisation? 07 Extrinsic reward Introduction Reward and bases of pay Attaching pay to post via job classification and evaluation: internal labour markets The incidence of pay for performance The significance to employees of pay for performance Culture and reward systems Is cultural explanation of reward enough? The state, unions, employers’ associations and collective bargaining International evidence on best practice in reward Space for strategy 08 Strategic workforce planning, recruitment and selection Introduction Strategic workforce planning Recruitment methods Recruitment in its institutional context The scope of labour legislation Internal and external labour markets Putting recruitment and selection into cultural context Conclusions 09 Performance management Introduction Definitions and background to performance management Comparative literature on performance management Context and performance management National differences: culture National differences: institutions Conclusions 10 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 Growth in the higher education market Vocational education and training What about the future of VET? Considering cost-benefits of training Summary 11 Global HRM departments Introduction Common ambitions for the HRM department? Living up to new ambitions? The strategic integration of HRM departments The role of line management in HRM Influences on cross-national comparative variations in the role of HRM departments Global HRM departments in MNCs Towards a global HRM delivery model The impact of shared services and the effects of electronic HRM The pressure to outsource some transactional activities Part Three International human resource management 12 International HRM: theory and practice Introduction Different ways of thinking about economic globalisation The dominant global firm or global factory thesis The counter thesis: MNEs and the surrounding business ecology The key theories used to understand global businesses Different levels of analysis for thinking about globalisation 13 Managing international mobility Introduction Different forms of international work experience Human resource management of assigned expatriation Human resource management of self-initiated expatriation HRM of short-term expatriates, international business travellers and international commuters Human resource management of migrants and refugees Managing the mix The individual perspective: careers Looking forward 14 International talent management Introduction Definition and philosophies Talent management as a categorisation of people Talent management as the presence of key HRM processes Talent management as the identification of pivotal positions Talent management as strategic pools of people Talent management as global employer branding Understanding the corporate roles involved in managing talent management Managing the international labour force: from micro to macro talent management 15 Globalising HRM Introduction Balancing global integration and local responsiveness Global networking and teamwork Global performance management Looking to the future Index Copyright
Donate to keep this site alive
1. Disable the AdBlock plugin. Otherwise, you may not get any links.
2. Solve the CAPTCHA.
3. Click download link.
4. Lead to download server to download.