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International Human Resource Management 6th Revised edition [Multiple-component retail product]

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  • Formāts: Multiple-component retail product, 400 pages, height x width x depth: 259x193x10 mm, weight: 682 g, Illustrations, maps, Contains 1 Paperback / softback and 1 Digital online
  • Izdošanas datums: 28-Mar-2013
  • Izdevniecība: Cengage Learning EMEA
  • ISBN-10: 1408075741
  • ISBN-13: 9781408075746
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  • Formāts: Multiple-component retail product, 400 pages, height x width x depth: 259x193x10 mm, weight: 682 g, Illustrations, maps, Contains 1 Paperback / softback and 1 Digital online
  • Izdošanas datums: 28-Mar-2013
  • Izdevniecība: Cengage Learning EMEA
  • ISBN-10: 1408075741
  • ISBN-13: 9781408075746
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Dowling et al is a rare instance of a textbook that has developed alongside the field - helping to shape what it is today - and remains the market leading IHRM textbook worldwide. The international author team have ensured this edition is even more international than its predecessors, whilst also remaining close to curriculum developments. New edition changes include a streamlined chapter structure and a new chapter on the cultural context of IHRM. The focus on expatriates has been balanced with a stronger global management emphasis throughout. The content also reflects the current economic climate, including greater coverage of turbulence for IHRM and issues of employee separation. There is also expanded coverage of business ethics, outsourcing, emerging markets and small medium enterprises. In addition the new edition includes a wealth of case study material and class discussion material. A fully tailored CourseMate and Instructor's website will also be available to adopters. MARKET: Dowling et al is a core textbook for "International HRM" modules (IHRM) as taught at intermediate and postgraduate levels on all HRM programmes and the majority of broad-based business programmes. It is also used on some "International Management" modules. This textbook is autopackaged with CourseMate. CourseMate brings course concepts to life with interactive learning, study, and exam preparation tools that support the printed textbook and the textbook-specific website. CourseMate includes an integrated eBook and interactive teaching and learning tools including quizzes, flashcards, videos, and more and an EngagementTracker, a first-of-its-kind tool that monitors student engagement in the course.

Recenzijas

Preface Chapter 1 Introduction Chapter 2 The Cultural Context of IHRM Chapter 3 The organizational context Chapter 4: IHRM in Cross-Border Mergers & Acquisitions, International Alliances and SMEs Chapter 5 Sourcing human resources for global markets - staffing, recruitment and selection Chapter 6 International Performance Management Chapter 7 International Training, Development & Careers Chapter 8 International compensation Chapter 9 International industrial relations and the global institutional context Chapter 10 IHRM Trends and Future Challenges Cases: Case 1. Spanning the Globe by Allen D. Engle, Sr. Case 2. Quality Compliance at the Hawthorn Arms by Allen D. Engle, Sr. Case 3. Wolfgang's Balancing Act by Marion Festing and Allen D. Engle, Sr. Case 4. Strategic Forecasts and Staffing Formulation: executive and Managerial Planning for Bosch-Kazakhstan by Marion Festing and Manfred Froehlecke Case 5. Just Another Move to China? The Impact of International Assignments on Expatriate Families by Yvonne McNulty Case 6. Expatriate Compensation at Robert Bosch GmbH: Coping With Modern Mobility Challenges Ihar Sahakiants, Marion Festing and Manfred Froehlecke Case 7. Balancing Values: An Indian Perspective on Corporate Values from Scandinavia Martine Cardel Gertsen and Mette Zolner Case 8. Local and International: Managing Complex Employment Expectations by Maike Andresen Appendix: Research in IHRM Glossary Index

Preface viii
Acknowledgements x
About the Authors xii
Walk-Through Tour xiv
Chapter 1 Introduction
1(21)
Chapter Objectives
1(1)
Scope of the Book
2(1)
Defining International HRM
2(2)
Differences between Domestic and International HRM
4(4)
Variables that Moderate Differences between Domestic and International HRM
8(1)
The Cultural Environment
9(2)
Industry Type
11(1)
Extent of Reliance of the Multinational on its Home-Country Domestic Market
12(2)
Attitudes of Senior Management to International Operations
14(1)
Applying a Strategic View of IHRM
15(2)
The Changing Context of IHRM
17(1)
Summary
17(2)
Discussion Questions
19(1)
Further Reading
19(1)
Notes and References
19(3)
Chapter 2 The Cultural Context of IHRM
22(24)
Chapter Objectives
22(1)
Introduction
23(15)
The Development of Cultures
38(1)
Summary
39(1)
Discussion Questions
40(1)
Further Reading
40(1)
Notes and References
40(6)
Chapter 3 The Organizational Context
46(36)
Chapter Objectives
46(1)
Introduction
47(1)
Standardization and Localization of HRM Practices
48(1)
Factors Driving Standardization
49(1)
Factors Driving Localization
50(6)
The Path to Global Status
56(13)
Control Mechanisms
69(4)
Summary
73(2)
Discussion Questions
75(1)
Further Reading
75(1)
Notes and References
75(7)
Chapter 4 IHRM in Cross-Border Mergers & Acquisitions, International Alliances and SMEs
82(27)
Chapter Objectives
82(1)
Cross-Border Alliances
83(1)
Cross-Border Mergers and Acquisitions
84(7)
International Equity Joint Ventures
91(4)
International SMEs
95(5)
Summary
100(1)
Discussion Questions
101(1)
Further Reading
101(1)
Notes and References
101(8)
Chapter 5 Sourcing Human Resources for Global Markets - Staffing, Recruitment and Selection
109(41)
Chapter Objectives
109(1)
Introduction
110(1)
Approaches to Staffing
110(6)
Transferring Staff for International Business Activities
116(3)
The Roles of an Expatriate
119(3)
The Roles of Non-Expatriates
122(1)
The Roles of Inpatriates
123(1)
Recruitment and Selection of International Managers
124(2)
Expatriate Failure and Success
126(3)
Selection Criteria
129(5)
Expatriate Selection Processes in Practice
134(3)
Dual Career Couples
137(3)
Summary
140(2)
Discussion Questions
142(1)
Further Reading
142(1)
Notes and References
142(8)
Chapter 6 International Performance Management
150(24)
Chapter Objectives
150(1)
Introduction
151(1)
Multinational Performance Management
152(2)
Control and Performance Management
154(1)
Performance Management of International Employees
155(7)
Performance Appraisal of International Employees
162(6)
Summary
168(2)
Discussion Questions
170(1)
Further Reading
170(1)
Notes and References
170(4)
Chapter 7 International Training, Development and Careers
174(41)
Chapter Objectives
174(1)
Introduction
175(2)
Components of Effective Pre-Departure Training Programs
177(8)
The Effectiveness of Pre-Departure Training
185(1)
Developing Staff Through International Assignments
186(3)
Trends in International Training and Development
189(1)
Re-Entry and Career Issues
189(2)
The Repatriation Process
191(3)
Individual Reactions to Re-Entry
194(5)
Responses by the MNE
199(6)
Designing a Repatriation Program
205(2)
Summary
207(2)
Discussion Questions
209(1)
Further Reading
209(1)
Notes and References
209(6)
Chapter 8 International Compensation
215(26)
Chapter Objectives
215(1)
Introduction
216(1)
Key Components of an International Compensation Program for Expatriates
217(4)
Approaches to International Compensation of Expatriates
221(11)
Tentative Conclusions: Patterns in Complexity, Challenges and Choices
232(3)
Summary
235(1)
Discussion Questions
236(1)
Further Reading
236(1)
Notes and References
236(5)
Chapter 9 International Industrial Relations and the Global Institutional Context
241(27)
Chapter Objectives
241(1)
Introduction
242(1)
Key Issues in International Industrial Relations
243(3)
Trade Unions and International Industrial Relations
246(2)
The Response of Trade Unions to MNEs
248(3)
Regional Integration: The European Union (EU)
251(1)
Codes of Conduct - Monitoring HRM Practices Around the World
252(1)
Managing Human Resources in `Offshoring Countries'
253(6)
Summary
259(2)
Discussion Questions
261(1)
Further Reading
261(1)
Notes and References
261(7)
Chapter 10 IHRM Trends and Future Challenges
268(66)
Chapter Objectives
268(1)
Introduction
269(8)
Summary and Concluding Remarks
277(2)
Discussion Questions
279(1)
Further Reading
279(1)
Notes and References
279(55)
Case 1 Spanning the Globe
282(5)
Case 2 Quality Compliance at the Hawthorn Arms
287(2)
Case 3 Wolfgang's Balancing Act: Rewarding Healthcare Executives in a Dispersed Yet Integrated Firm
289(9)
Case 4 Strategic Forecasts and Staffing Formulation: Executive and Managerial Planning for Bosch-Kazakhstan
298(7)
Case 5 Local and International? Managing Complex Employment Expectations
305(7)
Case 6 Expatriate Compensation at Robert Bosch GmbH: Coping With Modern Mobility Challenges
312(7)
Case 7 Balancing Values - An Indian Perspective on Corporate Values from Scandinavia
319(9)
Case 8 Just Another Move to China? The Impact of International Assignments on Expatriate Families
328(6)
Glossary 334(8)
Index 342
Peter J. Dowling (Ph.D, The Flinders University of South Australia) is a Professor of Human Resource Management at La Trobe University. He has co-authored a number of books and has written or co-authored over seventy journal articles and book chapters. He serves on the editorial boards of International Journal of Human Resource Management, Journal of World Business, Management International Review, Journal of International Management, Thunderbird International Business Review, Asia Pacific Journal of Human Resources, Journal of Management & Organization and ZfPGerman Journal of Human Resource Research. Peter is President of the International Federation of Scholarly Associations of Management (IFSAM), a Vice-President of the Australia & New Zealand International Business Academy, a Life Fellow of the Australian Human Resources Institute and a Senior Research Affiliate of the Center for Advanced Human Resource Studies at Cornell University. Former roles include past National Vice-President of the Australian Human Resources Institute and editor of Asia Pacific Journal of Human Resources (1987-1996). Marion Festing is Professor of Human Resource Management and Intercultural Leadership at ESCP-EAP European School of Management in Berlin, Germany. Her previous appointments include the University of Paderborn, Germany, and she has gained educational, research and work experience in France, Australia, Tunisia, Taiwan, and the U.S. Dr. Festing's current research interests focus on transnational HRM strategies, global careers, and global compensation. Her publications include a book on strategic international human resource management (Strategisches Internationales Personalmanagement, 2e) and a co-authored text on international human resource management (Internationales Personalmanagement, 2e). In addition, she has written or co-authored more than 50 book chapters and journal articles, as well as published in such international journals as Management International Review, Economic and Industrial Demography, European Management Journal, and International Journal of Globalisation and Small Business. Dr. Festing serves on the editorial boards of Career Development International, Journal of Management & Organization, International Journal of Globalisation and Small Business, ZFP-German Journal of Human Resource Research, and Zeitschrift Fur Management. In 2006, Dr. Festing served as co-chair of the IHRM track at the IFSAM conference in Berlin. She received her Ph.D. from the University of Paderborn. Allen D. Engle, Sr. is a professor of management in the College of Business and Technology at Eastern Kentucky University, where he has taught courses in management, human resource administration, organizational behavior, organizational theory, and international management. He also has been a visiting lecturer at the FHS - Hochschule Fur Technik, Wirtschaft und Soziale Arbeit, St. Gallen in Switzerland, and a visiting professor of international management at the University of Pecs in Hungary. Dr. Engle is a national and regional professional member of World at Work (formerly the American Compensation Association) and the Society for Human Resource Management, as well as a longtime member of the U.S. Academy of Management. His research interests are in the topic areas of compensation theory and practices, leadership and organizational change, job analysis, managerial competencies, and organizational design -- particularly their impact on multinational firms. Published in regional, national, and international academic journals, Dr. Engle has presented academic papers at conferences in the U.S., Australia, Canada, Estonia, Germany, Hungary, Ireland, Slovenia, Spain, and the United Kingdom. He also has consulted for regional firms and presented professional seminars in the areas of performance appraisal systems, executive team building, strategically responsive compensation systems, intercultural management issues and organizational change. He received his D.B.A. from the University of Kentucky.