Normal view MARC view

International human resource management: a Canadian perspective

Author: Dowling, Peter J. ; Festing, Marion ; Engle, Allen D. ; Gröschl, Stefan Series: Nelson series in human resouces management Publisher: Nelson Books 2009.Language: EnglishDescription: 485 p. : Maps ; 26 cm.ISBN: 9780176440978Type 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 HD6957.33 .C36 G76 2009
(Browse shelf)
001260694
Available 001260694
Total holds: 0

Includes bibliographical references and index

Digitized

International Human Resource Management: A Canadian Perspective Contents About the Series xii About the Authors xiv Preface xvi Acknowledgments xviii Chapter 1 Introduction 1 Chapter Learning Objectives 1 Opening Vignette: Expansion Plans: Kraft And Ivanhoe Mines Ltd. (Canada) 2 Scope of the Book 3 Defining International HRM 4 What Is an Expatriate? 5 Differences between Domestic and International FIRM 7 More HR Activities 7 The Need for a Broader Perspective 9 More Involvement in Employees' Personal Lives 10 Changes in Emphasis as the Workforce Mix of PCNs and HCNs Varies 10 Risk Exposure 11 Broader External Influences 12 Variables That Moderate Differences between Domestic and International HRM 12 The Cultural Environment 13 The Importance of Cultural Awareness 15 Hofstede's Framework of National Culture 16 Industry Type 17 Reliance of the Multinational on Its Home-Country Domestic Market 19 Attitudes of Senior Management toward International Operations 22 Applying a Strategic View of International HRM 22 The Enduring Context of IHRM 24 Summary 24 Key Terms 25 Web Links 26 RPC Icons 26 Discussion Questions 26 Using the Internet 26 Exercises 27 Case: Two Sides to Every Story 27 Endnotes 28 Chapter 2 The Organizational Context 33 Chapter Learning Objectives 33 Opening Vignette: UPS: From Bicycle Messenger Service To $30 Billion Multinational Company 34 Introduction 34 The Path to Global Status 36 Export 37 Sales Subsidiary 37 International Division 39 Global Product/Area Division 41 The Matrix 44 Mixed Structure 46 Beyond the Matrix 46 The Place of the HR Function in Structural Forms 50 Different Countries Take Different Paths 51 Fashion or Fit? 54 Control Mechanisms 54 Control through Personal Relationships 56 Control through Corporate Culture 57 Summary 58 Key Terms 59 Web Links 59 RPC Icons 59 Discussion Questions 60 Using the Internet 60 Exercises 60 Case: Globalizing Corporate Culture--"True Believers" in "The Toyota Way" 60 Endnotes 62 Chapter 3 The Context of Cross-Border Alliances and SMEs 67 Chapter Learning Objectives 67 Opening Vignette: Mergers And Acquisitions: The Dynamics Of Globalization 68 Introduction 69 Cross-Border Alliances 69 Cross-Border Mergers and Acquisitions 70 MandA Phases and HR Implications 76 Strategic HRM and the Role of the HR Function in MandAs 77 The Role of Expatriates in MandAs 78 A Comparative Approach to HRM in MandA Processes 79 International Equity Joint Ventures 81 IW Development Stages and HRM Implications 84 The Importance of Cross-Cultural Management in International Joint Ventures 86 The Top-Management Team and the Role of Expatriates in IJV 87 International SMEs 89 SMEs: Strategic Importance and Barriers to Internationalization 89 IHRM Features in SMEs 91 Summary 96 Key Terms 97 Web Links 97 RPC Icons 98 Discussion Questions 98 Using the Internet 99 Exercises 99 Case: HR in the DaimlerChrysler Merger 99 Endnotes 101 Chapter 4 Staffing International Operations for Sustained Global Growth 111 Chapter Learning Objectives 111 Opening Vignette: Help! 112 Introduction 112 Approaches to Staffing 113 Ethnocentric 113 Polycentric 115 Geocentric 117 Regiocentric 118 A Philosophy toward Staffing 120 Transferring Staff for International Business Activities 124 Reasons for International Assignments 124 Types of International Assignments 126 The Roles of an Expatriate 129 The Expatriate as an Agent of Direct Control 130 The Expatriate as an Agent of Socialization 130 Expatriates as Network Builders 130 Expatriates as Boundary Spanners 132 Expatriates as Language Nodes 132 Transfer of Competence and Knowledge 132 The Role of Non-Expatriates 133 The Role of Inpatriates 135 Return on Investment of International Assignments 136 The Role of the Corporate HR Function 140 Summary 142 Key Terms 143 Web Links 143 RPC Icons 144 Discussion Questions 144 Using the Internet 145 Exercises 145 Case: RBC Dexia Investor Services 145 Endnotes 147 Chapter 5 Recruiting and Selecting Staff For International Assignments 153 Chapter Learning Objectives 153 Opening Vignette: Dual-Career Couples: Trailing Spouse's Job Needs Start To Get More Company Time 154 Introduction 155 Issues in Staff Selection 156 Global Manager Myths 156 Profile of an Expatriate 157 Expatriate Failure 158 Factors Moderating Performance 161 Inability to Adjust to the Foreign Culture 162 Process of Adjustment 163 Length of Assignment 165 Willingness to Move 165 Work Environment-Related Factors 165 Selection Criteria 166 Technical Ability 166 Cross-Cultural Suitability 167 Family Requirements 167 Country/Cultural Requirements 169 MNE Requirements 170 Language 171 Use of Selection Tests 172 Equal Employment Opportunity Issues 174 Expatriate Selection in Practice: The Role of the Coffee Machine 175 Dual-Career Couples 175 Alternative Assignment Arrangements 178 Family-Friendly Policies 179 Are Female Expatriates Different? 180 Summary 182 Key Terms 183 Web Links 183 RPC Icons 184 Discussion Questions 184 Using the Internet 184 Exercises 185 Case: The Reinhart Case 185 Endnotes 186 Chapter 6 International Training and Development 191 Chapter Learning Objectives 191 Opening Vignette: Are You Ready? 192 Introduction 192 The Role of Expatriate Training 194 Components of Effective Pre-Departure Training Programs 196 Cultural Awareness Programs 196 Preliminary Visits 201 Language Training 202 Practical Assistance 204 Training for the Training Role 205 Training and the Company Code of Conduct 205 TCN and HCN Expatriate Training 205 Provision of Training for Non-Traditional Expatriate Assignments 206 The Effectiveness of Pre-Departure Training 207 Developing Staff through International Assignments 209 Individual Development 209 Developing International Teams 210 Trends in International Training and Development 212 Summary 212 Key Terms 213 Web Links 213 RPC Icons 214 Discussion Questions 214 Using the Internet 214 Exercises 214 Case: An International Career Move 215 Endnotes 216 Chapter 7 International Compensation 219 Chapter Learning Objectives 219 Opening Vignette: International Compensation At RBC 220 Introduction 220 Objectives of International Compensation 222 Key Components of an International Compensation Program 223 Base Salary 224 Foreign Service Inducement/Hardship Premium 224 Allowances 224 Benefits 226 Approaches to International Compensation 227 The Going-Rate Approach 227 The Balance-Sheet Approach 229 Taxation 232 International Living-Cost Data 236 Differentiating between PCNs and TCNs 239 Tentative Conclusions: Patterns in Complexity, Challenges, and Choices 239 Summary 242 Key Terms 243 Web Links 243 RPC Icons 243 Discussion Questions 244 Using the Internet 244 Exercises 245 Case: Going to India 245 Endnotes 247 Chapter 8 Re-Entry And Career Issues 253 Chapter Learning Objectives 253 Opening Vignette: Coming Home? 254 Introduction 255 The Repatriation Process 256 Individual Reactions to Re-Entry 259 Job Related Factors 259 Social Factors 270 Multinational Responses 273 Staff Availability and Career Expectations 274 Return on Investment 276 Knowledge Transfer 278 Designing a Repatriation Program 281 Summary 283 Key Terms 285 Web Links 286 RPC Icons 286 Discussion Questions 286 Using the Internet 286 Exercises 287 Case: Repatriation and Loss Prevention at ISCAM 287 Endnotes 289 Chapter 9 IHRM in the Host-Country Context 293 Chapter Learning Objectives 293 Opening Vignette: Four Seasons: Beyond National Borders 294 Introduction 294 Standardization and Localization of HRM Practices 296 Factors Driving Standardization 297 Factors Driving Localization 299 The Cultural Environment 299 The Institutional Environment 302 Conclusions for the Host-Country Environment 305 Mode of Operation Abroad 306 Subsidiary Role 308 Creating the HRM Balance between Standardization and Localization 310 Code of Conduct--Monitoring HRM Practices in the Host Country 311 Managing Human Resources in "Offshoring Countries" 313 The Concept and Strategic Importance of Offshoring 313 Offshoring and HRM in India 315 Offshoring and HRM in China 316 Summarizing Emerging Issues 318 Summary 320 Key Terms 321 Web Links 321 RPC Icons 322 Discussion Questions 322 Using the Internet 322 Exercises 323 Case: Degussa's Global Code of Conduct 323 Endnotes 325 Chapter 10 International Industrial Relations 333 Chapter Learning Objectives 333 Opening Vignette: Four Seasons Goes To Paris 334 Introduction 335 Key Issues in International Industrial Relations 337 Industrial Relations Policies and Practices of Multinational Firms 337 Trade Unions and International Industrial Relations 341 Influencing Wage Levels 341 Constraining the Ability of Multinationals to Vary Employment Levels at Will 342 Hindering or Preventing Global Integration of Multinational Operations 342 Response of Trade Unions to Multinationals 343 International Trade Secretariats 343 Lobbying for Restrictive National Legislation 346 Regulation of Multinationals by International Organizations 346 Regional Integration: The European Union (EU) 348 Disclosure of Information and European Works Councils 349 The Issue of Social "Dumping" 350 Summary 351 Key Terms 352 Web Links 352 RPC Icons 352 Discussion Questions 352 Using the Internet 353 Exercises 353 Case: Advice for Companies Going Global 353 Endnotes 354 Chapter 11 Performance Management 361 Chapter Learning Objectives 361 Opening Vignette: When Sales Figures Don't Tell the Whole Truth 362 Introduction 363 Multinational Performance Management 364 Whole vs. Part 364 Non-Comparable Data 365 Volatility of the Global Environment 365 Separation by Time and Distance 366 Variable Levels of Maturity 366 Control and Performance Management 367 Performance Management of International Employees 368 Expatriate Performance Management 368 A Cross-Cultural Context for Performance Management 375 Performance Management of Non-Expatriates 376 Performance Appraisal of International Employees 378 Performance Criteria 379 Who Conducts the Performance Appraisal? 380 Standardized or Customized Performance Appraisal Forms 381 Frequency of Appraisal 382 Appraisal of HCN Employees 382 Summary 385 Key Terms 386 Web Links 386 RPC Icons 386 Discussion Questions 387 Using the Internet 387 Exercises 387 Case: A Rainy Expatriate Performance Appraisal 388 Endnotes 389 Chapter 12 IHRM Trends: Complexity, Challenges, and Future Choices 393 Chapter Learning Objectives 393 Opening Vignette: Failed Terror Strike Targeted Canadians 394 Introduction 395 External Factors: International Business Ethics and HRM 396 New Global Developments on the Criminalization of Bribery 396 Challenges for the Multinational's HR Function 399 Internal Factors: Mode of Operation and IHRM 401 Family-Owned Firms 401 Nongovemment Organizations 402 External Factors: Challenges in an Uncertain World--Safety, Security, and Counterterrorism 403 Strategic HRM: Research Issues and Theoretical Developments 406 The Human Resource Function in MNEs 407 Summary and Concluding Remarks 408 Key Terms 409 Web Links 409 RPC Icons 409 Discussion Questions 410 Using the Internet 410 Exercises 410 Case: Too Little, Too Late? Siemens Belatedly Wakes Up to Reputation Risk 411 Endnotes 412 Cases 417 Case 1 Spanning the Globe 418 Case 2 Quality Compliance at the Hawthorn Arms 423 Case 3 Jaguar or Bluebird? (A) Mark Chan's Decision: Stay Overseas or Return Home after His Expatriate Assignment? 426 Case 4 Jaguar or Bluebird? (B) Mark Chan Returns Home after His Expatriate Assignment 432 Case 5 Wolfgang's Balancing Act: Rewarding Healthcare Executives in a Dispersed Yet Integrated Firm 435 Case 6 Strategic Forecasts and Staffing Formulation: Executive and Managerial Planning for Bosch-Kazakhstan 447 Case 7 Norge Electronics (Portugal), SA 456 Index 473 Additional Credits 484

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