International Human Resource Management Managing People in a Multinational Context,9780324318661

International Human Resource Management Managing People in a Multinational Context

by ;
Edition: 4th
ISBN13: 9780324318661
ISBN10: 0324318669
Format: Paperback
Pub. Date: 2004-05-19
Publisher(s): South-Western College Pub
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Summary

The new edition of this highly successful and groundbreaking text continues to cover key topics in International Human Resource Management while increasing coverage of emerging theory and issues in this area. Globalization of business is forcing managers to grapple with complex issues as they seek to gain or sustain a competitive advantage. Faced with unprecedented levels of foreign competition at home and abroad firms are beginning to recognize not only that international business is high on top management's list of priorities but that finding and nurturing the human resources required to implement an international or global strategy is of critical importance. The role of human resource management in this complex, ever-changing world is central to this book.

Author Biography

Denice E. Welch is Professor of International Management at the Mt. Eliza Business School and University of Queensland, Australia.

Table of Contents

Preface ix
About the authors xii
Book layout xiii
I The multinational context 1(80)
CHAPTER 1 Introduction: the enduring context of IH RM
3(26)
Chapter objectives
3(1)
Scope of the book
3(1)
Defining international HRM
4(3)
Differences between domestic and international HRM
7(5)
Variables that moderate differences between domestic and international HRM
12(5)
The enduring context of IHRM
17(6)
Summary
23(1)
Discussion questions and exercises
24(1)
Further reading
24(1)
Notes and references
24(5)
CHAPTER 2 The organizational context
29(28)
Chapter objectives
29(1)
Introduction
29(2)
The path to global status
31(16)
Control mechanisms
47(2)
Mode of operation
49(3)
Summary
52(1)
Discussion questions and exercises
53(1)
Further reading
53(1)
Notes and references
54(3)
CHAPTER 3 IHRM: sustaining international business operations
57(24)
Chapter objectives
57(1)
Introduction
57(1)
Approaches to staffing
58(7)
Transferring staff for international business activities
65(4)
The roles of an expatriate
69(3)
The role of non-expatriates
72(2)
The role of the corporate HR function
74(2)
Summary
76(1)
Discussion questions and exercises
77(1)
Further reading
77(1)
Notes and references
78(3)
II Managing and supporting international assignments 81(102)
CHAPTER 4 Recruiting and selecting staff for international assignments
83(34)
Chapter objectives
83(1)
Introduction
83(1)
Issues in staff selection
84(5)
Factors moderating performance
89(9)
Selection criteria
98(8)
Dual-career couples
106(3)
Are female expatriates different?
109(2)
Summary
111(1)
Discussion questions and exercises
112(1)
Further reading 113 Notes and references
113(4)
CHAPTER 5 Training and development
117(22)
Chapter objectives
117(1)
Introduction
117(2)
The role of expatriate training
119(1)
Components of effective pre-departure training programs
120(9)
The effectiveness of pre-departure training
129(1)
Developing staff through international assignments
130(4)
Summary
134(1)
Discussion questions and exercises
135(1)
Further reading
135(1)
Notes and references
135(4)
CHAPTER 6 Compensation
139(20)
Chapter objectives
139(1)
Introduction
139(1)
Objectives of international compensation
140(1)
Key components of an international compensation program
141(3)
Approaches to international compensation
144(10)
Some tentative conclusions: patterns in complexity
154(1)
Summary
155(1)
Discussion questions and exercises
156(1)
Further reading
156(1)
Notes and references
157(2)
CHAPTER 7 Re-entry and career issues
159(24)
Chapter objectives
159(1)
Introduction
159(1)
The repatriation process
160(2)
Individual reactions to re-entry
162(11)
Multinational responses
173(3)
Designing a repatriation program
176(2)
Summary
178(1)
Discussion questions and exercises
179(1)
Further reading
179(1)
Notes and references
179(4)
III Global HR issues 183(94)
CHAPTER 8 H R M in the host country context
185(24)
Chapter objectives
185(1)
Introduction
185(2)
Standardization and adaptation of work practices
187(7)
Retaining, developing and retrenching staff
194(4)
HR implications of language standardization
198(4)
Monitoring the HR practices of host country subcontractors
202(2)
Summary
204(1)
Discussion questions and exercises
205(1)
Further reading
206(1)
Notes and references
206(3)
CHAPTER 9 Industrial relations
209(22)
Chapter objectives
209(1)
Introduction
209(3)
Key issues in international industrial relations
212(3)
Trade unions and international industrial relations
215(1)
The response of trade unions to multinationals
216(4)
Regional integration: the European Union (EU)
220(3)
Pan-European pensions
223(1)
The issue of social 'dumping'
224(1)
The impact of the digital economy
224(1)
Summary
225(1)
Discussion questions and exercises
226(1)
Further reading
226(1)
Notes and references
226(5)
CHAPTER 10 Performance management
231(26)
Chapter objectives
231(1)
Introduction
231(1)
Multinational performance management
232(4)
Performance management of international employees
236(9)
Performance appraisal of international employees
245(4)
Appraisal of HCN employees
249(3)
Summary
252(1)
Discussion questions and exercises
253(1)
Further reading
253(1)
Notes and references
254(3)
CHAPTER 11 IHRM trends and future challenges
257(20)
Chapter objectives
257(1)
Introduction
257(1)
International business ethics and HRM
258(7)
Mode of operation and IHRM
265(1)
Ownership issues
266(2)
Research issues and theoretical developments
268(4)
Summary
272(1)
Discussion questions and exercises
273(1)
Further reading
273(1)
Notes and references
273(4)
IV Cases and exercises 277(44)
Staffing a new international venture
279(2)
Peter Hanson: building a world-class product development center for Hi Tec Systems in China
281(8)
IHR planning exercise
289(3)
Spanning the globe
292(4)
Quality compliance at the Hawthorn Arms
296(3)
Conflicting expectations: where pay and performance collide
299(3)
'Keep safe ducky': or, when Sally met a not-so-nice Harry
302(3)
Jaguar or bluebird? (A) Mark Chan's decision to stay overseas or return home after his expatriate assignment
305(5)
Jaguar or bluebird? (B) Mark Chan returns home after his expatriate assignment
310(3)
Andrew Robinson goes to Taiwan: the challenges of a short-term assignment
313(8)
Appendix 321(1)
Useful websites 321(2)
Other resources 323(2)
Index 325

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