
Strategic International Human Resource Management
Description
Formerly published as Globalization - The People Dimension.
Reviews / Votes
"A novel and significant contribution to the sum of our knowledge of internationalization." - Sir John Banham, former Director General, Confederation of British Industry "Insightful, well-researched and strong in concept and diagnostics." - Professor Richard W Beatty, Rutgers University, USA"More details
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Content
<b>Part One Theorizing Strategic International Human Resource Management </b>
<b>Introduction: SIHRM choices and consequences </b>
Introduction; Defining choice and consequence(s) in SIHRM; Choices in the context of competing international managerial streams; Conceptualizing strategic choice making and its consequences; Material influences on SIHRM choices; Summary reflections; Outline of subsequent chapters
<b>1 Globalization and international HRM orientations</b>
Theorizing globalization and its corporate consequences; Governance and SIHRM implications; Inexorable or 'bargained' globalization; Globalization and 'The Jones Corporation'; Devil in the detail?; Concluding remarks
<b>Part Two Applying Strategic International Human Resource Management in Practice </b>
<b>2 Culture, welfare and international mobility </b>
The influence of culture; Culture shock; Managing international assignment stress; Repatriation and reverse culture shock; International mobility and implications for the psychological contract; Concluding remarks
<b>3 Choices and consequences in resourcing global business operations</b>
Introduction; The increasing pace of organizational resource internationalization; The process of organization and employee resource internationalization; Managing strategic international investments; International leadership resourcing: the international cadre; International executive recruitment; Identifying international executive capabilities; Specifying international competencies; Psychological research on international adaptation; The selection process for internationally mobile employment; Women and international assignments; Repatriation of internationally assigned employees; Expatriate employee localization; Concluding remarks
<b>4 Training and development in the global environment </b>
Introduction; International training; International development; Strategic HRD: local training and development interventions; Concluding remarks
<b>5 Choices and consequences in international employee compensation </b>
Introduction; Definitions: substance and process in reward management; Culture and beyond: national, industry and corporate contexts; Thinking through choices and consequences in international reward systems; Defining 'multinational' employees for reward management purposes; Strategic choices: organizational formations and leadership profiles - imperial governors, expatriate ghetto residents, global champions?; Reward strategies for internationally mobile executives; Intra-region mobility and diversity: 'third-country national' rewards; Managing the effort-reward bargain for non-headquarters-sourced employees; Evaluating normative commentary: theory and practice; Observable transnational practices; Designing rewards for the internationalizing business unit; Concluding remarks; Technical appendix Part 1: Guiding principles for expatriation: the 10-stage journey; Technical appendix Part 2: International assignee remuneration approaches; Technical appendix Part 3: International contracts and the global employment company
<b>6 Choices and consequences in international employment relations </b>
Introduction; Regulating employment relations; Managerial strategies: global rules - multi-local processes?; Extra-managerial roles in regulating employment relations systems; The dependent state and diversity in employment relations consequences; Regulatory norms under pressure?; Giving voice to human resources and resourceful humans?; Experimentation: the (new) norm in employment relations practice?; Concluding remarks
<b>7 Choices and consequences: SIHRM trends and priorities?</b>
Global consensus on top HR issues; Change management; Leadership development; Measuring HR effectiveness; Concluding remarks