Comparative Human Resource Management

Context is increasingly recognised as a critical explanatory variable in accounting for commonalities and differences in human resource management. Giving expression to it in research models holds the prospect of enhancing theory development, deepening our appreciation of embedded practices in diverse territories, and opening up new lines of enquiry. However, contextualisation presents a significant research challenge and increasingly, international academic research networks that bring together scholars from different countries in the co-production of knowledge represent a key approach to rising to this challenge. This volume documents aspects of the development of one such network, namely the Cranet Network on International Human Resource Management, and presents a series of recent contributions from the network. The chapters highlight, inter alia, the limits to convergence in human resource management as a result of contextual determinism, the role of institutional actors, markets, and work regulation in accounting for variations in practices, the contextual specificities and dynamics at play in transition economies, along with key methodological challenges that arise when seeking to build cumulative comparative knowledge via network collaborations of this nature. The chapters in this book were originally published as a special issue of International Studies of Management & Organization.

This second, updated and extended edition of the Handbook of Research on Comparative Human Resource Management draws on the work of many of the world’s leading researchers in the field to present the state of the art to scholars, students and practitioners. The Handbook provides a detailed focus on the theoretical underpinnings of Comparative HRM, on comparative studies of specific areas of HRM practice and on the unique features of HRM in all the main regions of the world.

International Human Resource Management has grown in significance as a field of study over the past decade, due to the internationalisation of business, freedom of movement of labour and capital, and international regulation of employment matters. This book introduces students to issues in managing the human aspects of international organisations.

International Human Resource Management is a core text for undergraduate, specialist Master's and MBA students taking a module in international or comparative human resource management. It provides and introduction to both the theory and practice of managing HR in an international context. It discusses the development of mainstream HRM and analyses the significance of the international contexts, processes and issues pertaining to the effective employment of people in different geographical locations. The book is underpinned by a clear analytical framework of key aspects of international HRM and contains some contributed chapters from experts in the field.

The new edition of this SAGE Handbook builds on the success of the first by providing a fully updated and expanded overview of the field of human resource management. Bringing together contributions from leading international scholars - and with brand new chapters on key emerging topics such as talent management, engagement , e-HRM and big data - the Handbook focuses on familiarising the reader with the fundamentals of applied human resource management, while contextualizing practice within wider theoretical considerations. Internationally minded chapters combine a critical overview with discussion of key debates and research, as well as comprehensively dealing with important emerging interests. The second edition of this Handbook remains an indispensable resource for advanced students and researchers in the field. PART 01: Context of Human Resource Management PART 02: Fundamentals of Human Resource Management PART 03: Contemporary Issues

Understand comparative and cross-cultural issues in International Human Resource Management

One of the most influential debates across business and management studies has centered on the relative impact of institutions on the fortunes of firms and nations. However, analyses have primarily focused on institutional effects on societal features, rather than actual firm practices. This volume brings together recent trends in comparative institutional analysis with a rich body of data on firm-level human resource management practice, consolidating and extending more than a decade of research on the topic. Human Resource Management and the Institutional Perspective explores the overlapping and distinct elements in work and employment relations both within and across country lines. The authors focus on intra-firm relations, internal diversity within varieties of capitalism, and the uneven and experimental nature of systemic change, all the while employing an impressive level of theoretical rigor and empirical evidence. In a single volume, this text unites soundly based, theoretically strong and empirically new chapters that bring advances in institutional theory to bear on the subject of international and comparative human resource management. This book is a valuable resource for students and scholars interested in contemporary developments in institutional theory, the relationship between regulation and practice, and innovation and continuity in human resource management.

The extent to which organisational performance is related to the Human Resource policies and practices adopted has been a question debated by both academics and practitioners for the past two decades. This book takes the debate into the international field by drawing upon the well respected Cranet data set, which provides longitudinal and comparative data drawn from 40 countries across the world. International Human Resource Management highlights the dominant institutional factors embedded in the societal contexts of different cultures which impact on corporate HR policies and practices, and illustrates how these variables influence Human Resource Management and performance. It examines how the HR function can impact upon HR policies and influence organisational performance. It also discusses the role of the HR department; specifically, how the distribution of responsibilities between HR managers and line managers moderates the relationship between HR strategic integration and organizational performance. Finally, it investigates the impact of societal factors on the strategic integration of female HR directors. These contributions show the complexity of the relationship between HRM and organisational performance, and modify the current prevailing models of this relationship, where scant attention has been paid to institutional forces and the cultural, economic and social contexts in which organisations are located. This book was originally published as a special issue of The International Journal of Human Resource Management.