Strategic international human resource management : choices and consequences in multinational people management

著者

書誌事項

Strategic international human resource management : choices and consequences in multinational people management

Stephen J. Perkins & Susan M. Shortland

Kogan Page, 2006

2nd ed

タイトル別名

Globalization : the people dimension : human resource strategies for global expansion

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注記

Rev. ed. of: Globalization : the people dimension : human resource strategies for global expansion. 1999

Includes bibliographical references and index

内容説明・目次

内容説明

Given the rise of globalization, companies increasingly need to adopt an international human resource management (IHRM) strategy. Strategic International Human Resource Management discusses all the elements that make up the IHRM portfolio. It considers the consequences of international cultures on employee performance and welfare and explores the consequences (such as diversity issues) of the various employee resourcing options, for example: hiring local staff vs. international appointments. It also examines training and development in an international environment and the complexities of multinational reward management practice. Drawing on practical experiences from around the world, this book demonstrates how to design and implement a human resource strategy within the context of an overall business strategy for global expansion. This second edition looks at the trends and managerial priorities that look set to influence decision-making in SIHRM in the coming decade. Formerly published as Globalization - The People Dimension.

目次

  • 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

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