Introduction to International Human Resource Management
This text is an ideal introduction to international human resource management. Accessible language and real-life examples are employed, and no prior understanding of HRM or labour economics is assumed. This makes the text perfectly suited for the large number of students who do not hold an undergraduate degree in business or HRM, or for whom English is not their first language. The text will also be welcomed by students who have taken an introductory module in HRM but would like to be reminded of the core concepts before exploring how these work in an international context. A wide range of examples is explored from countries such as China, Malaysia, Singapore, Spain, Germany, Japan and Bangladesh as well as from the UK and USA. Discussion activities are embedded throughout the text to encourage a critical approach to the subject. A glossary of terms is provided for ease of reference. The book is clearly structured in two parts. The comparative approach in Part 1 ensures the student understands the implications of the changing business environment on IHRM, demonstrating the importance of national culture and institutional differences and how this informs the debates and theories. Part 2 presents the practice of IHRM, showing the decisions organizations have to make, and the dilemmas they face when implementing HRM policy and practice. The table of contents has been designed to map closely to courses. A chapter on international talent management explores a particularly 'hot topic' in HRM, which is under-represented in existing texts. The final chapter on the 'dark side' of international human resource management takes a critical approach and uncovers the exploitation that can occur within this area, again something that is under-discussed in other texts. Online Resource Centre For lecturers: 1000-word case study, with questions and answers for lecturers; one case for each chapter of the book Seminar discussion ideas For students: Web links Answers to the end-of-chapter questions.
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accessed 1 June adjustment appraisal approach Asia behaviour career challenges China cited company’s considered context corporate corporate social responsibility Country Nationals cross-cultural decisions Discussion Activity diversity diversity management economic employees employer brand employment relations employment relationship environment ethical European evaluation example expatriate expatriate managers factors gender global groups host country HRM practices Human Resource Management IHRM impact individual influence institutional Insure-Co international assignments international business International Human Resource International Journal issues Journal of Human knowledge transfer labour market learning levels line managers Malaysia migrant workers MNCs MNE’s MNEs multinational organizations national culture OECD operations organization’s organizational overseas performance appraisal performance management perspective Power Distance psychological contract recruitment responsibility result Review reward role Ryanair selection skills social staff staffing stakeholders strategy subsidiaries suggests talent management theory trade unions workforce