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  • Produktbild: Managing in a European Context

Managing in a European Context Human Resources Corporate Culture Industrial Relations Text and Cases. Text and Cases

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Beschreibung

Produktdetails

Einband

Taschenbuch

Erscheinungsdatum

30.01.1996

Abbildungen

XVIII, mit 108 Abbildungen, schwarz-weiss Illustrationen

Verlag

Betriebswirtschaftlicher Verlag Gabler

Seitenzahl

376

Maße (L/B/H)

24,4/17/2,1 cm

Gewicht

688 g

Auflage

1996

Sprache

Deutsch

ISBN

978-3-409-12165-1

Beschreibung

Produktdetails

Einband

Taschenbuch

Erscheinungsdatum

30.01.1996

Abbildungen

XVIII, mit 108 Abbildungen, schwarz-weiss Illustrationen

Verlag

Betriebswirtschaftlicher Verlag Gabler

Seitenzahl

376

Maße (L/B/H)

24,4/17/2,1 cm

Gewicht

688 g

Auflage

1996

Sprache

Deutsch

ISBN

978-3-409-12165-1

Herstelleradresse

Gabler, Betriebswirt.-Vlg
Abraham-Lincoln-Str. 46
65189 Wiesbaden
DE

Email: ProductSafety@springernature.com

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  • Produktbild: Managing in a European Context
  • Produktbild: Managing in a European Context
  • Module A: Managing Human Resources in a European Context.- 1: European Personnel Management — Is There a Problem ?.- 1.1 Challenges of the Single European Market (SEM).- 1.1.1 The Rhetoric of Europe 1992.- 1.1.2 Objectives of, and Barriers to, the SEM.- 1.1.3 The Impact of the Social Charter.- 1.2 Conceptual Foundations of Human Resource Management (HRM).- 1.2.1 The Personnel Function and HRM.- 1.2.2 From the Traditional Personnel Function to Strategic Human Resource Management.- 1.2.3 From National to International HRM.- 1.2.3.1 Configurations of Employment Systems.- 1.2.3.2 Differentiation of the Personnel Function.- 1.2.3.3 Contingency Factors on International HRM.- 1.3 HRM Implications of the SEM — General Trends and Empirical Evidence.- 1.3.1 Differences between International HRM and European HRM Responses to the SEM.- 1.3.2 Implications for Various Functional Areas of HRM.- 1.3.3 HRM in European Companies: Some Empirical Evidence.- 1.3.3.1 Has HRM Attained a Leading Role in Preparing a Company for Europe 1992?.- 1.3.3.2 International Strategic HRM.- 1.3.3.3 HRM Implications in Border-Area Companies.- 1.3.3.4 Summary and Conclusions.- 1.4 Towards a European Concept of HRM?.- 1.4.1 Convergence or Divergence of HRM?.- 1.4.2 Convergence and Divergence in Europe.- 1.4.3 A New Approach to Production, Industrial Relations, and HRM in Europe?.- Recommended Literature.- Questions.- 2: Defining, Recruiting and Selecting a European Workforce.- 2.1 Overview.- 2.1.1 The Human Resource Planning Process.- 2.1.2 Assessment of Manpower Requirements.- 2.1.3 The Recruitment Process.- 2.1.4 Personnel Selection.- 2.1.5 Recruitment as an Integral Process of Personnel Policy.- 2.2 Does the SEM Change Qualification Requirements?.- 2.2.1 In Search of the “Euro-Manager”: Super-(Wo-)Man in the Making?.- 2.2.2 Consequences for Management Requirements in Europe.- 2.2.3 Future Management Qualifications in Europe: An Example.- 2.3 Recruitment in Europe.- 2.3.1 Information on Labour Markets.- 2.3.1.1 Background Information.- 2.3.1.2 Companies’ Labour Market Research.- 2.3.2 Information on the Educational Systems and their Outputs.- 2.3.3 Recruitment Channels.- 2.4 Selection Instruments.- Recommended Literature.- Questions.- 3: Training and Developing a European Workforce.- 3.1 Introduction and Overview.- 3.1.1 Interdependence of Recruitment and Development.- 3.1.2 Some Basic Definitions.- 3.1.3 Identification of Training and Development Needs.- 3.1.4 Training and Development Means and Methods.- 3.1.5 Evaluation of Training and Development.- 3.2 Preparing the Work-Force for Europe.- 3.2.1 The European Challenge to Training and Development.- 3.2.2 Training and Development Programmes.- 3.2.3 Transfer Policy.- 3.2.3.1 Target Groups of Transfer Policy.- 3.2.3.2 Aims of Transfer Policy.- 3.2.3.3 Phases in Transfer Policy.- 3.2.3.3.1 Identification and Selection of Assignees.- 3.2.3.3.2 Preparation for Transfers and Career Planning.- 3.2.3.3.3 Counseling and Coaching.- 3.2.3.3.4 Re-patriation and Re-integration.- 3.3 Contingency Factors of Training and Development.- 3.3.1 Management Attitudes and Strategies.- 3.3.2 Task-related Aspects.- 3.3.3 Cultural (Dis-)Similarities.- 3.3.3.1 The Importance of Cultural Differences.- 3.3.3.2 Can Cultural Differences be Measured?.- 3.3.3.2.1 Dimensions of Cultural Differences.- 3.3.3.2.2 “Culture’s Consequences”.- 3.3.3.2.3 Conclusions.- 3.3.3.3 Cross-cultural Training.- Recommended Literature.- Questions.- 4: Motivating and Compensating a European Workforce.- 4.1 Motivational Foundations of Working in a European Environment.- 4.1.1 Overview.- 4.1.2 Motivational Foundations of International HRM.- 4.2 Motivation to go Abroad.- 4.2.1 A Motivational Model for International HRM.- 4.2.2 The Crucial Importance of Mobility for a European Strategy.- 4.2.3 Barriers to Mobility.- 4.2.4 Incentives to Increase Mobility.- 4.2.5 The (Limited) Supportive Role of EC Regulations.- 4.3 Compensating a European Workforce.- 4.3.1 Compensation Decisions.- 4.3.2 Problems and Goals of a European Compensation Policy.- 4.3.3 Target Groups of Compensation Policy.- 4.3.3.1 The Origin and Destination of Employees as a Distinguishing Factor.- 4.3.3.2 Length of Stay.- 4.3.3.3 The Status of the Employees.- 4.3.4 Compensation Systems.- 4.3.4.1 Compensation Packages for International Assignments, Based on Home-country Salary.- 4.3.4.1.1 A Basic Philosophy: The “Balance-sheet Approach”.- 4.3.4.1.2 Components of a Compensation System in Europe.- 4.3.4.2 Designing a Europe-wide Compensation System.- 4.3.4.2.1 The Challenge.- 4.3.4.2.2 The Information Base: International Comparisons of Salaries.- 4.3.4.2.3 Developing a Common Grading Scale for Base Pay.- 4.3.4.2.4 Performance Appraisals.- Recommended Literature.- Questions.- 5: Case Study Eismann Group.- Questions.- Module B: Corporate Culture: The Silent Language of European Business.- 6: Corporate Culture — Basic Characteristics and Importance for European Corporations.- 6.1 What is Corporate Culture?.- 6.2 Anatomy of Organizational Culture.- 6.2.1 Basic Assumptions.- 6.2.2 Norms and Standards.- 6.2.3 Symbol Systems.- 6.3 Types of Culture.- 6.4 Strong and Weak Cultures.- 6.5 Organizational Cultures and Subcultures.- 6.6 The Effects of Organizational Cultures.- 6.6.1 Functional Aspects.- 6.6.2 Dysfunctional Aspects.- 6.7 Culture Change in Organizations.- Recommended Literature.- Questions.- 7: Euro-Global Versus Euro-Local Corporate Culture(s).- 7.1 Introduction.- 7.2 Culture and Management.- 7.3 Corporate Culture and Management.- 7.4 Corporate Culture Versus National Culture.- 7.5 Pluralist Corporate Culture.- 7.6 The Universal Corporate Culture.- 7.7 Ethics of Corporate Culture Transfer.- 7.8 Corporate Culture and Corporate Control.- 7.9 Strategy and Culture.- 7.10 Multidimensional Globalization and Corporate Culture.- 7.11 Outlook: Global Culture as a New Development?.- Recommended Literature.- Questions.- Module C: Industrial Relations-Systems in Europe: Implications for Trans-Cultural Management.- 8: Human Resource Management in the Context of Industrial Relations — Frameworks for Studies in a European Context.- 8.1 The Role of Industrial Relations in Approaches to Human Resource Management.- 8.1.1 US Approaches: Industrial Relations as Neglected Factor.- 8.1.2 European Approaches: Industrial Relations as Constituent Factor.- 8.2 An Integrated View of Human Resource Management and Industrial Relations in a European Context.- 8.3 Comparative Approaches to Industrial Relations.- 8.3.1 Input — Conversion — Output Models.- 8.3.2 Convergence Theories.- 8.3.3 Corporatism.- 8.3.4 Strategic Choice Approach.- 8.4 Framework for the Study of European Human Resource Management and Industrial Relations.- Recommended Literature.- Questions.- 9: Levels of Regulation and Types of Industrial Relations Systems in Europe.- 9.1 Industrial Relations Regulations and Managerial Choices in Europe: Provisions for Structural Conflict Management.- 9.2 International and National Regulations of the Employment Relationship — Determinants within the Industrial Relations System.- 9.2.1 ILO-Conventions.- 9.2.2 European Regulations.- 9.2.3 National Regulations.- 9.3 Collective Bargaining and Company Structure.- 9.3.1 Collective Bargaining.- 9.3.1.1 Bargaining Units.- 9.3.1.2 Industrial Conflict and Conflict Management.- 9.3.2 Structure of the European Company and Employee Participation.- 9.4 Employee Representation — Participative Implementation of Human Resource Instruments.- 9.5 Types of Industrial Relations-Systems in Europe.- 9.5.1 Conflict-oriented Systems.- 9.5.2 Negotiation-oriented Systems.- 9.5.3 Harmony-oriented Systems.- Recommended Literature.- Questions.- 10: Incorporating Industrial Relations into Corporate Strategy Formulation and Implementation.- 10.1 European Management and Strategic Choices in Industrial Relations.- 10.1.1 The Concept of European Corporate Strategies.- 10.1.2 Strategic Management of Human Resources in Europe.- 10.1.3 Managerial Choices within a “European Industrial Relations Area”.- 10.2 The Impact of Industrial Relations on Managerial Strategies.- 10.2.1 Environmental Factors.- 10.2.2 Managerial Choices within the Transformation Process.- 10.2.2.1 Global Developments and Human Resource Policy Choices.- 10.2.2.2 Global Strategic Choices.- 10.2.2.3 Strategy Implementation and Human Resource Management Instruments.- 10.2.3 Industrial Relations Outcomes.- 10.2.3.1 Quantitative Indicators.- 10.2.3.2 Qualitative Interpretations.- 10.3 Corporate Cultures and the Management of Diversity.- 10.4 Present and Future Challenges for Industrial Relations in Europe.- 10.4.1 Industrial Relations and Competitive Advantages.- 10.4.2 Multinationalisation of Capital, Labour, and Institutions.- Recommended Literature.- Questions.- 11: Industrial Relations-Systems in Europe — Facts and Procedures.- 11.1 The Systems of Social Security.- 11.2 Country Studies: Facts and Procedures in Selected Countries.- 11.2.1 The British System of Industrial Relations.- 11.2.1.1 Working Time and Leave.- 11.2.1.2 Remuneration and Benefits.- 11.2.1.3 Introduction of New Technologies.- 11.2.1.4 Training and Development.- 11.2.1.5 Dismissals.- 11.2.2 The Italian System of Industrial Relations.- 11.2.2.1 Working Time and Leave.- 11.2.2.2 Remuneration and Benefits.- 11.2.2.3 Introduction of New Technologies.- 11.2.2.4 Training and Development.- 11.2.2.5 Dismissals.- 11.2.3 The French System of Industrial Relations.- 11.2.3.1 Working Time and Leave.- 11.2.3.2 Remuneration and Benefits.- 11.2.3.3 Introduction of New Technologies.- 11.2.3.4 Training and Development.- 11.2.3.5 Dismissals.- 11.2.4 The Danish System of Industrial Relations.- 11.2.4.1 Working Hours and Leave.- 11.2.4.2 Remuneration and Benefits.- 11.2.4.3 Introduction of New Technologies.- 11.2.4.4 Training and Development.- 11.2.4.5 Dismissals.- 11.2.5 The German System of Industrial Relations.- 11.2.5.1 Working Time and Leave.- 11.2.5.2 Remuneration and Benefits.- 11.2.5.3 Introduction of New Technologies.- 11.2.5.4 Training and Development.- 11.2.5.5 Dismissals.- 11.3 Outlines of Corporate Cultures in Basic Types of Industrial Relations-Systems.- 11.3.1 The Dutch System of Industrial Relations.- 11.3.2 The Belgium System of Industrial Relations.- 11.3.3 The System of Industrial Relations in Luxembourg.- 11.3.4 The Irish System of Industrial Relations.- 11.3.5 The Greek System of Industrial Relations.- 11.3.6 The Spanish System of Industrial Relations.- 11.3.7 The Portugese System of Industrial Relations.- Recommended Literature.- Questions.