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Globalizing human resource management

Author: Sparrow, Paul ; Brewster, Chris ; Harris, HilaryPublisher: Routledge 2004.Language: EnglishDescription: 224 p. : Graphs ; 25 cm.ISBN: 0415305535Type of document: BookBibliography/Index: Includes bibliographical references and index
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Item type Current location Collection Call number Status Date due Barcode Item holds
Book Europe Campus
Main Collection
Print HD6957 .S73 2004
(Browse shelf)
001192446
Available 001192446
Total holds: 0

Includes bibliographical references and index

Digitized

Globalizing Human Resource Management Contents List of illustrations About the authors Foreword Preface Acknowledgments 1 Understanding the impact of globalization on the role of IHR professionals Introduction IHRM in the literature Research program methodology The main challenges faced by global HR functions Structure of this book 2 Globalization and HRM Introduction Perspectives on globalization The nothing new or realist thesis The IMF/positive perspective Globalization as neo-colonialism Globalization as a transformative social force Universalist versus contextual paradigms Cultural versus institutional explanations The global convergence thesis Regional and not global convergence? Continued divergence or stasis? Conclusion 3 Organizational drivers of globalization Introduction Firms within globalizing industries Measuring the degree of internationalization of firms The notion of organizational capability ix xi xiii xv xix 1 1 2 8 11 13 15 15 16 18 20 23 26 28 30 33 35 35 37 39 39 40 41 42 vi · Contents Building rapid global presence and capability Partnership arrangements Building centers of excellence within organizations Functional realignment surrounding global HRM Factors driving organizational and international HR strategy Towards a model of factors involved in the globalization of HRM Conclusion 4 The impact of technology on global HRM Introduction Shared service models Global e-enablement of HR processes Implications for global HR Constraints limiting the impact of technology on global HRM Sharing information worldwide Changes in the role of intermediaries in the HR supply chain brought about by e-enablement of HR Enterprise modeling techniques Conclusion: optimization or standardization: HR as the gatekeepers of national culture 5 Knowledge management and global expertise networks Introduction Transferring best practice globally Knowledge transfer within globalizing organizations: the role of expatriates, joint ventures and acquisitions Why bother transferring practices across borders? The complexity of transferring cross-border ideas across multiple layers of management The nature of HRM knowledge to be transferred Lessons from the field of knowledge management The role of global teams Global knowledge transfer through HR networks Global knowledge management strategies Formalizing global HR centers of excellence Conclusion 6 Developing global themes: capabilities, employer branding and talent management Global themes and superordinate themes Integration around core strategic competencies or capabilities Employer branding Talent management Conclusion 45 50 51 53 58 59 62 65 65 66 69 71 73 75 77 79 81 85 85 86 87 89 91 92 95 98 100 102 105 108 110 110 111 115 120 128 Contents · vii 7 Managing international mobility Introduction A process model The boundaryless career Strategy definition: targets and objectives definition Operationalizing strategy in international staffing International worker profile definition Willingness to move internationally Fostering diversity in the expatriate population Managing the global assignment cycle Conclusion 8 Measuring the contribution of the corporate HR function Introduction Best practice approaches Strategic contingency approaches Configurational approach Cultural limits to assumptions about best practice? Studies on the international HR function Efficiency: service level agreements Effectiveness: evaluating high-impact projects Balanced scorecards and HR scorecards Perceptions of effectiveness Measuring the value of international assignments Audits for strategic aspects of global HRM Diagnosing global HR positioning Conclusion 9 Developing global HR professionals Introduction The effects of globalization on HR roles and professionalism in HRM Professional community and sense of identity Common standards and codes of conduct Body of knowledge and core competencies Requirement for training and certification Professionalism of global HRM? Roles for global HR professionals Key competencies for global HR professionals Conclusion Bibliography Index 129 129 130 135 136 137 138 140 141 144 152 153 153 155 156 158 160 163 164 166 169 170 172 175 176 178 179 179 180 181 182 183 184 185 188 191 196 198 221

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