Human Resource Management In International Firms

Based on a six-year project at INSEAD, top scholars put these developments into perspective. Written for general managers as well as personnel executives and students of management, this book breaks new ground in helping them to address the emerging challenges of international 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.

This is an ideal foundation text for anyone studying or working in the International Human Resource Management (IHRM) arena. This text utilizes and incorporates most of what is currently known, researched or experienced in the field. It features data and examples from academic research, international businesses and consulting firms, as well as experiences of and interviews with HRM managers in multinational and global firms. This book offers both a theoretical and practical treatment of this important and constantly evolving area. Thoroughly updated and revised, this second edition now includes key terms, learning objectives, discussion questions and an end-of-book integrative case. It has been designed to lead readers through all of the key topics in a highly engaging and approachable way. This book focuses on IHRM within multi-national enterprises (MNEs) and covers topics including: * MNE and country culture * organizational structure, strategy and design * international joint ventures and cross-border mergers and acquisitions * labour standards, ethics and codes of conduct * selection and mangement of international assignees * training and management development * compensation and benefits * health and safety and crisis management * IHRM departments and professionals Uncovering precisely why IHRM is important for success in international business and how IHRM policies and practices function within the multinational enterprise, this outstanding textbook provides an essential foundation for an understanding of the theory and practice of IHRM. This book is essential reading for all students, lecturers and IHRM professionals.

Essentials of International Human Resource Management: Managing People Globally, by David C. Thomas and Mila B. Lazarova, provides concise coverage of key HRM concepts, balancing comparative approaches and US and non-US schools of thought. Not limited to the multinational firm, this book reflects the most current knowledge in the field and considers all types of organizations embedded in the global context. Chapter-opening vignettes (short cases) exemplify the chapter’s core topics and show readers how chapter content can be applied. Extensive references make it easy for readers to explore concepts in more depth.

Since 1995, USC's Center for Effective Organizations (CEO) has conducted the definitive longitudinal study of the human resource management function in organizations. By analyzing new data every three years since then, the Center has been able to consistently chart changes in how HR is organized and managed, while at the same time providing guidance on how professionals in the field can drive firm performance. Global Trends in Human Resource Management, the seventh report from CEO, provides the newest findings about what makes HR successful and how it can add value to organizations today. Edward E. Lawler III and John W. Boudreau conclude that HR is most powerful when it plays a strategic role, makes use of information technology, has tangible metrics and analytics, and integrates talent and business strategies. To adapt to the demands of a changing global marketplace, HR is increasingly required to span the boundaries between its function, the organization as a whole, and the dynamic environment within which it operates. This report tracks changes in a global sample of firms that shows how HR differs across Europe, the U.S., and Asia, providing an international benchmark against which to measure a company's practice and shows how HR can adapt in a rapidly changing landscape.

Effective international business operation is not possible without implementing best practices of international human resource management (HRM) to motivate, attract and retain global talent that can help achieve the organisational objectives and market competitive advantages of global firms. The complexity of international HRM among global firms is further epitomised by different cultural and institutional environments of home and host countries, whereby multinationals are operating. Multinational firms are required to constantly adopt new and emerging practices, and adapt to the changing local and global conditions for their effective business operation. Research in the field of international HRM must also keep up with the pace of MNCs practices in the real world. This edited research book is aimed at addressing current trends and practices of international HRM of MNCs around the world. It also points to several challenges and future directions in the research and practice of international HRM within the context of international business. The collections in this volume cover several important and emerging topics within the field of international HRM. The main topics range from building a global HRM architecture via clarifying HR roles and responsibilities of multinational companies to developing multicultural teams with culturally-oriented strengths. Chapters also cover the interesting aspect of workplace friendship to facilitate effective expatriate adjustment; the complex process of managing global knowledge transfer between strategic alliance partners; and different perceptions to corporate social responsibility by persons with different cultural values. Both cultural impact on HRM design, delivery and institutional influence on differentiated HRM policies, and practices of MNCs between home and host countries are examined. The diverse topics are competently discussed by leading scholars and researchers in the field of HRM. Using both qualitative and quantitative research approaches, the authors address trends, practices and challenges of international HRM in several countries, including Australia, China, Italy, South Korea, Spain, Taiwan, Thailand, and USA. The volume will be of interest to students, researchers and practitioners who would like to know the leading edge of research and practice in international management, human resource management, and cultural and institutional factors influencing multinationals operation in the global marketplace.

Effective Human Resource Management is the Center for Effective Organizations' (CEO) sixth report of a fifteen-year study of HR management in today's organizations. The only long-term analysis of its kind, this book compares the findings from CEO's earlier studies to new data collected in 2010. Edward E. Lawler III and John W. Boudreau measure how HR management is changing, paying particular attention to what creates a successful HR function—one that contributes to a strategic partnership and overall organizational effectiveness. Moreover, the book identifies best practices in areas such as the design of the HR organization and HR metrics. It clearly points out how the HR function can and should change to meet the future demands of a global and dynamic labor market. For the first time, the study features comparisons between U.S.-based firms and companies in China, Canada, Australia, the United Kingdom, and other European countries. With this new analysis, organizations can measure their HR organization against a worldwide sample, assessing their positioning in the global marketplace, while creating an international standard for HR management.

International human resource management (IHRM) is a key area of research in the sphere of international business and management. Described as a field in its infancy in the 1980s, IHRM has quickly advanced through adolescence and into maturity. Today, it is a vibrant and diverse discipline which boasts a large and active body of researchers across the globe. This volume examines cutting-edge themes, with the input of contributions from both established and emerging scholars. The Routledge Companion to International Human Resource Management gives a state-of-the-art overview of the key themes, topics and debates in the discipline, with valuable insights into directions for future research. Drawing on a large and respected international contributor base and with its focus on mature and emerging markets, this book is an essential resource for researchers, students and IHRM professionals alike.