Strategic International Human Resource Management

Drawing on practical experiences from around the world, this title shows companies how to design and implement a human resource strategy within the context of an overall business strategy for globalization.

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.

A research-focused introductory text written by a stellar contributor line-up including Linda Holbeche, Stephen Taylor and Jim Stewart. The Second Edition integrates an international perspective using examples and case studies from a broad range of regions and industries including Microsoft, Volkswagen and Rolls-Royce. The 2 new chapters on Culture and Globalisation reflect the contemporary workplace, and the future of HR based on Linda Holbeche’s latest research is included in the final chapter. The book is complemented by a companion website featuring a range of tools and resources for lecturers and students, including PowerPoint slides, Testbank, an Instructor’s manual, access to SAGE Journal articles and author podcasts. Suitable for upper undergraduate and Masters level strategic HRM modules or HRM modules that have a strategic angle.

Essay from the year 2011 in the subject Business economics - Personnel and Organisation, grade: 1,3, International University of Applied Sciences Bad Honnef - Bonn (International Management), course: International Human Resource Management, language: English, abstract: Introduction Designate a person a loser and he will behave like one. But why is it, that some managers are not aware of the severe consequences treating their employees like that? Is it because of a deficit in managing people within an opposed cultural working environment or is it because of an inconvenient HRM strategy? Skinner, B. (1971) argued, that people are simply a product of the stimuli they get from the external world. Interestingly, negative reinforcement causes behavioral change in undesirable ways, whereas positive reinforcement causes rather intended change. General management is therefore not only accountable for defining such stimuli according the corporate strategy, but also its degree of involvement is a prerequisite for a successful HRM (Baron, J. & Kreps, D., 1999).

This textbook takes a theoretically informed and practice-based approach to strategic human resource management (HRM) and employment relations (ER). The book follows a unique pedagogical design employing problem-based learning and participant-centred learning approaches, both of which the author has extensive experience in implementing with advanced undergraduate HRM and post-graduate learners. This new edition includes chapters on artificial intelligence (AI) and HR, employee experience and engagement, managing HRM during crises, and eight new cases. In addition, this book includes an online instructors’ manual for instructors.

The revised and fully updated second edition of this textbook illustrates the multi-layered knowledge accumulated in the field of international human resource management, developing understanding of the strategic management of people in organizations in a global context. It integrates comparative approaches to human resource management, extending beyond traditional coverage of the field to provide a broader overview of contemporary cultural, institutional and organizational challenges.

Scientific Essay from the year 2010 in the subject Business economics - Personnel and Organisation, grade: 1,0, University of St Andrews, course: Managing People in Global Markets, language: English, abstract: "The primary cause of failure in multinational ventures stem from a lack of understanding of the essential differences in managing human resources in foreign environments" (Desatnick & Bennett 1978). The world has become more globalized, competitive, dynamic and uncertain than ever before. As more and more firms operate internationally, the search for the elements of global competitive advantage is a prominent theme in the management literature (Dickman & Müller-Camen, 2006: 580). There is a clear need to develop an understanding of how to compete successfully on the global playing field. A major component of this understanding appears to be the field of human resource management and, in particular, the field of international human resource management (IHRM) (Schuler, et al., 1993: 419). The effective management of human resources in an international context is increasingly seen as a key source of competitive advantage in international business; and the quality of management seems to be even more critical in international than in domestic operations (e.g. Monks, et al., 2001). Due to the importance of the topic, there has been a significant amount of research on IHRM in recent years. Some of the major debates are concerned with the development of models and concepts of strategic international human resource management (SIHRM) (e.g. Schuler & Tariq 2007) and the question whether successful domestic HR strategies can be applied in a global context (e.g. Schuler & Jackson, 2007: 162). The aim of this essay is to compare domestic human resource management (DHRM) with the concept of IHRM. After briefly defining the key terms, the author with outline both concepts and identify all major similarities and differences. At the end, some final conclus

Market_Desc: · Advanced students and senior practitioners in human resource planning Special Features: · Completely new and updated edition of the popular volume in strategic human resource management (SHRM)· Contains selections of important and highly readable articles from worldwide authors· Charts key developments that have changed the theory and practice of SHRM · Covers issues of globalization and knowledge management, and their effect on the field of HRM and SHRM · Includes more articles that discuss international aspects of HRM and SHRM and that demonstrate the use of HRM and SHRM for global competitive advantage · Explores and highlights the new reality of knowledge management and its implications for HRM and SHRM About The Book: This book provides management students and senior practitioners with a completely new and updated guide to the latest work in the field of human resource management and strategic human resource management. It also has a collection of important and highly readable articles from authors around the world charts key developments that have changed the theory and practice of SHRM over the last six years. The book also covers issues of globalization and knowledge management, and their effect on the field of HRM and SHRM.