PRESCRIBED TEXT FOR:WORK2217 AT THE UNIVERSITY OF SYDNEY, SEMESTER 2 2011
21833 - International Human Resource Management AT UTS, SEMESTER 2 2011
The explicit introduction of a research-based model of strategic HRM in a multinational enterprise in Chapter 1. This model is used as a heuristic point of reference throughout the text and is revisited in Chapter 12 to investigate trends and future challenges.
All chapters have been reviewed and updated to incorporate the latest empirical research findings and richly detailed information from informed practitioners.
The addition of a new chapter (Chapter 3) on managing diversity and the complex human resource challenges inherent in cross-border alliances and the growing internationalization of small and medium sized enterprises.
The addition or enhancement of a number rapidly developing topic areas in HRM for multinational enterprises, including: new strategic forms as they impact HRM capabilities and processes; effectiveness in repatriation, trans-patriation practices and strategic uses of global careers; considering and calculating return on investment of expatriate assignments; the complexities of standardizing and customizing HRM practices and activities across local environments; the specific IHRM challenges of offshoring in India and China - currently the most popular offshoring locations; challenges related to more sophisticated performance management activities across cultural, institutional and functional divides; multinational family owned firms; nongovernmental organizations in the multinational context, and; safety and security issues and responsibilities in an age of global risk and uncertainty.
A majority of the 'IHRM in Action' cases embedded throughout the chapters have been replaced or significantly updated. These changes will help students grasp the principles and models in the chapter and better apply these ideas to a range of settings or contexts.
Three in-depth cases have been added at the end of the text to replace earlier cases. Two of these new cases have been written by the authors and their professional colleagues specifically for this text as a teaching aide to present issues of compensation, HR roles and systems across a wide range of operations, HR metrics, and planning for international operations.
Two new authors with extended practical and academic international experience have contributed to this edition.
Expanded coverage of globalization, strategic IHRM, and the management of expatriates.
More on outsourcing to different countries and off-shoring particularly to India and China.
Coverage of both MNCs and SMEs.
The multinational context
CHAPTER 1 Introduction
Chapter Objectives
Scope of the book
Defining international HRM
Differences between domestic and international HRM
Variables that moderate differences between domestic and international HRM
Applying a strategic view of IHRM
The enduring context of IHRM
Summary
Discussion Questions
Further Readings
Notes and References
CHAPTER 2 The organizational context
Chapter Objectives
Introduction
The path to global status
Control mechanisms
Summary
Discussion Questions
Further Readings
Notes and References
CHAPTER 3 The context of cross-border alliances and SMEs
Chapter Objectives
Cross-border alliances
Cross-border mergers and acquisitions
International equity joint ventures
International SMEs
Summary
Discussion Questions
Further Readings
Notes and References
CHAPTER 4 Staffing international operations for sustained global growth
Chapter Objectives
Introduction
Approaches to staffing
Transferring staff for international business activities
The roles of an expatriate
The role of non-expatriates
The role of the corporate HR function
Summary
Discussion Questions
Further Readings
Notes and References
II Managing and supporting international assignments
CHAPTER 5 Recruiting and selecting staff for international assignments
Chapter Objectives
Introduction
Issues in staff selection
Factors moderating performance
Selection criteria
Dual career couples
Are female expatriates different?
Summary
Discussion Questions
Further Readings
Notes and References
CHAPTER 6 International training and development
Chapter Objectives
Introduction
The role of expatriate training
Components of effective pre-departure training programs
The effectiveness of pre-departure training
Developing staff through international assignments
Trends in international training and development
Summary
Discussion Questions
Further Readings
Notes and References
CHAPTER 7 International compensation
Chapter Objectives
Introduction
Objectives of international compensation
Key components of an international
compensation program
Approaches to international compensation
Tentative conclusions: patterns in complexity, challenges and choices 178
Summary
Discussion Questions
Further Readings
Notes and References
CHAPTER 8 Re-entry and career issues
Chapter Objectives
Introduction
The repatriation process
Individual reactions to re-entry
Multinational responses
Designing a repatriation program
Summary
Discussion Questions
Further Readings
Notes and References
III Global HR issues
CHAPTER 9 IHRM in the host-country context
Chapter Objectives
Introduction
Standardization and localization of HRM practices
Factors driving standardization
Factors driving localization
Code of conduct - monitoring HRM practices in the host country
Managing human resources in 'offshoring countries'
Summary
Discussion Questions
Further Readings
Notes and References
CHAPTER 10 International industrial relations
Chapter Objectives
Introduction
Key issues in international industrial relations
Trade unions and international industrial relations
The response of trade unions to multinationals
Regional integration: the European Union (EU)
Summary
Discussion Questions
Further Readings
Notes and References
CHAPTER 11 Performance management
Chapter Objectives
Introduction
Multinational performance management
Performance management of international employees
Performance appraisal of international employees
Summary
Discussion Questions
Further Readings
Notes and References
CHAPTER 12 IHRM trends: complexity, challenges and choices in the future
Chapter Objectives
Introduction
Strategic HRM: research issues and theoretical developments
Summary and concluding remarks
Discussion Questions
Further Readings
Notes and References
Cases
CASE 1 Spanning the globe
CASE 2 Quality compliance at the Hawthorn Arms
CASE 3 Jaguar or bluebird? (A) Mark Chan's decision to stay overseas or return home after his expatriate assignment
CASE 4 Jaguar or Bluebird? (B) Mark Chan returns home after his expatriate assignment
CASE 5 Wolfgang's balancing act: Rewarding Healthcare executives in a dispersed yet integrated firm
CASE 6 Strategic forecasts and staffing formulation: Executive and managerial planning for Bosch-Kazakhstan
CASE 7 Norge Electronics (Portugal), SA
Appendix
Index
