International Human Resource Management, 3/e

Contents:

List of Tables

List of Figures

Walkthrough

Chapter 1: International Human Resource Management: An Introduction • Introduction • What is new about this edition? • Key trends • What is international human resource management? • Structuring the field into three components • How is the overall field of IHRM evolving? • An outline of the book

Part One: Cross-Cultural Management

Chapter 2: The Impact of National Culture • Introduction • Putting the study of culture into context • What is culture? • National cultures and organisation • Limitations and cultural generalisations of work at the national level

Chapter 3: Culture and Organisational Life • Introduction • The impact of culture on organisational behaviour and HRM • The role of the manager, leadership and management styles • Culture and the individual • Can we develop global leader competencies? • Developing cultural intelligence

Part Two: Comparative Human Resource Management

Chapter 4: Comparative HRM and Institutional Influences • Introduction • Universalist versus contextual HRM • Institutional theory • Institutional approaches to comparative HRM • Business systems theory • What do these theories mean for human resource management? • The USA and the rest of the world • Convergence and divergence in HRM

Chapter 5: Employee Relations and Collective Communication • Introduction • What are trade unions? • Comparative structures of governance • Direct statutory regulation of the employment relationship • Unions, management and business performance • What influences comparative patterns of employee relations structures? • Best practice in employee relations

Chapter 6: The Organisation of Work • Introduction • Taylorism and fordism as a solution ... and a problem • Direct communication: initiatives and their comparative coverage • Direct downward communication • Upward direct communication • Lateral communication • Reform beyond communication: employee discretion and autonomy • All teams against taylorism? • Cross-national comparative work organisation • Influences on comparative patterns of the organisation of work • One best way internationally in the organisation of work?

Chapter 7: Flexibility and Work?Life Balance • Introduction • The implications of flexibility • Contractual flexibility: ?non-permanent? employment • Working time flexibility • Work?life balance • Factors underlying comparative variation in flexibility and work?life balance • International best practice in flexibility and work?life balance

Chapter 8: Recruitment and Selection • Introduction • Recruitment • Recruitment methods • Selection • Putting recruitment and selection into cultural context • Regional challenges • Global pressures on domestic recruitment

Chapter 9: Performance Management? Introduction • Definitions, and the background to performance management • Comparative literature on performance management • Context and performance management • Performance management and culture

Chapter 10: Rewards • Introduction • Reward and bases of pay • Linking pay to post via job classification and evaluation: comparative variation • The incidence of pay for performance • The significance to employees of pay for performance • Culture and distinctive national reward systems • Is cultural explanation of reward enough? • The role of unions, employers? associations and collective bargaining • Managing pay for performance: procedural issues • International evidence on best practice in reward • Space for strategy

Chapter 11: Training and Development • Introduction • Training and development in context • The role of the state national systems: varieties of capitalism, education, and initial vocational education and training • Continuing training • the role of the employer • Management development

Chapter 12: The Role of the HRM Department • Introduction • Common ambitions for the HRM department? • Living up to new ambitions • The changing nature of the HRM function • The role of line management in HRM • The pressure to outsource some transactional activities • The impact of shared services and the effects of electronic HRM • The influences on cross-national comparative variation in the role of HRM departments • Best practice in the role of HRM departments

Part Three: International Human Resource Management

Chapter 13: International HRM: Theory and Practice • Introduction • Looking to the field of international business • Life-cycle models • Organisational design models • Strategic international hrm : contingency approaches • Resource dependency theory • The resource-based view of the firm • The knowledge-based view of the firm and organisational learning theory • Relational and social capital theory • A model of global HRM

Chapter 14: Managing Expatriation • Introduction • Strategic planning • Selection (recruitment) • Preparation • Adjustment • The reward package • Performance measurement • Repatriation • The individual perspective: careers

Chapter 15: Managing Diversity in International Forms of Working • Introduction • Global skills supply strategies • Internationalising the sourcing process in organisations • Other forms of international working • Types of international employees • Women in international management • Dual-career couples • The implications of international working on work?life balance • Measuring the value of international assignments • The multi-cultural team • Key competencies for multi-cultural teams • Strategies for managing multi-cultural teams

Chapter 16: Globalising HRM • Introduction • The pursuit of global operations and designs • Reflecting global operations in IHRM • The integration mechanisms provided by the centre • Talent management • Employer branding • Global knowledge management strategies and management through global networks

References

Index 

About the Authors:

Chris Brewster is a Professor of lnternational HRM at Henley Business School, University of Reading.

Paul Sparrow is the Director of the Centre for Performance-Led HR and Professor of International HRM , Lancaster University Management School.

Guy Vernon is a Lecturer in Human Resource Management at Southampton University.

Elizabeth Houldsworth is a Lecturer in lnternational HRM at Henley Business School, University of Reading.