This text provides students with an introduction to international human resource management. The authors assume no background knowledge of HRM and blend academic theories with numerous practical examples. Case studies from a wide range of geographical regions and cultures are employed, East as well as West.
This text provides students with an introduction to international human resource management. The authors assume no background knowledge of HRM and blend academic theories with numerous practical examples. Case studies from a wide range of geographical regions and cultures are employed, East as well as West.
Eileen Crawley has had a varied professional and academic career which had included working for the Open University as a tutor on its MBA programme for students in Spain, Austria & Belgium, and working also as a Senior Lecturer for the University of Bournemouth Business School. Eileen has also spent a year teaching in Jiaxing, Zhejiang Province, China. Since returning to Malaysia in 2008, Eileen has been teaching for a number of colleges on their undergraduate and MBA programmes, which are awarded by universities in the UK, France and Australia. She is a Member of the Malaysian Institute of Management. Stephen Swailes is a Senior Lecturer at Hull University Business School where he teaches international human resource management, selection and reward management. Starting his career in scientific research, Stephen worked in the water industry and later for a research and consulting organization. He has published over 30 papers on commitment, team performance and employee development. He has contributed several book chapters in these areas and his main research interest now is on talent management and cross-cultural influences on employee development. David Walsh is Principal Lecturer at Nottingham Business School, Nottingham Trent University, where he specialises in international human resource management alongside the more strategic aspects of HRM and the employment relationship. As the university's Director of CIPD programmes, David was instrumental in its being designated a CIPD Centre of Research Excellence. He has also contributed to the development of CIPD courses overseas and helped shaped HRM education and professionalism in Russia and Azerbaijan. David has extensive experience as an external examiner both nationally and internationally. His HRM practitioner experience includes working for a large, unionised engineering company; and his research into workplace industrial relations was undertaken through the London School of Economics and Political Science.
Inhaltsangabe
Part 1: The Context of IHRM 1.: What is IHRM? Definitions and perspectives 2.: The wider context of IHRM 3.: Key academic models, theories and debates 4.: Why does culture matter? 5.: What is the institutional approach? Part 2: Challenges of HRM in multi-national enterprises 6.: Recruitment and selection 7.: International reward management 8.: Performance management 9.: Training, development and knowledge management 10.: Managing diversity 11.: Corporate social responsibility and ethical issues 12.: Managing the employment relationship 13.: Global talent management 14.: The dark side of international employment
Part 1: The Context of IHRM 1.: What is IHRM? Definitions and perspectives 2.: The wider context of IHRM 3.: Key academic models, theories and debates 4.: Why does culture matter? 5.: What is the institutional approach? Part 2: Challenges of HRM in multi-national enterprises 6.: Recruitment and selection 7.: International reward management 8.: Performance management 9.: Training, development and knowledge management 10.: Managing diversity 11.: Corporate social responsibility and ethical issues 12.: Managing the employment relationship 13.: Global talent management 14.: The dark side of international employment
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