Strategic International Human Resource Management

Part One Theorizing Strategic International Human Resource Management Introduction: SIHRM choices and consequences 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 1 Globalization and international HRM orientations 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 Part Two Applying Strategic International Human Resource Management in Practice 2 Culture, welfare and international mobility 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 3 Choices and consequences in resourcing global business operations 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 4 Training and development in the global environment Introduction; International training; International development; Strategic HRD: local training and development interventions; Concluding remarks 5 Choices and consequences in international employee compensation 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 6 Choices and consequences in international employment relations 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 7 Choices and consequences: SIHRM trends and priorities? Global consensus on top HR issues; Change management; Leadership development; Measuring HR effectiveness; Concluding remarks