TY  - BOOK
AU  - Brewster, Chris and others
TI  - International human resource management
SN  - 0070666997
U1  - 658.3 
PY  - 2008///
CY  - New Delhi
PB  - Tata McGraw Hill Pub. Co. Ltd.
N1  - CONTENTS List of Tables  viii List of Figures  ix Acknowledgements  xi 1  INTERNATIONAL HUMAN RESOURCE MANAGEMENT: AN INTRODUCTION  1 Introduction  1 What is new about this edition?  1 Key trends  3 International human resource management  3 An outline of the book  7 Summary  9 PART ONE NATIONAL CULTURES  11 2  THE IMPACT OF NATIONAL CULTURE  13 Introduction  13 What is culture?  14 National cultures and organisation 19 Culture and the individual  31 Limitations of cultural generalisations  33 Summary  36 3 CULTURE AND ORGANISATIONAL LIFE  39 Introduction  39 The importance of different national values  40 The impact of national culture on HRM practices 41 Moving towards a more global mindset in HR?  42 Leadership and management styles  44 Developing global leadership competencies  47 The multicultural team  50 Developing cultural intelligence  55 Summary  58 PART TWO COMPARATIVE HRM  63 4 COMPARATIVE HRM: THEORY AND PRACTICE   65 Introduction  65 Universalist versus contextual HRM  66 The value of the different paradigms  67 Convergence and divergence in HRM  68 The USA and the rest of the world  71 Summary  74 5  COMPARATIVE HRM: THE ROLE OF THE HR DEPARTMENT   79 The meaning of HRM - 79 The national institutes  80 The role of the HR department 81 The changing nature of the HRM function 85 Line management in international HRM 85 The pressure to outsource some transactional activities 88 The impact of shared services 88 The effects of electronic HRM 89 The focus on downsizing 90 Summary 91 6  COMPARATIVE HRM: RECRUITMENT AND SELECTION 97 Introduction: Recruitment 97 Recruitment methods 99 Selection 103 Putting recruitment and selection into cultural context 106 Global pressures on international recruitment 111 Global skills supply strategies 112 The role of recruitment in the internationalisation of the organisation 114 Summary 116 7  COMPARATIVE HRM: REWARD 121 Introduction 121 Reward and bases of pay 121 Linking culture to employee behaviours 123 Factors that create distinctive national rewards systems 127 The role of unions, employers' associations and collective bargaining 131 The incidence of pay for performance 132 The significance to employees of pay for performance 140 Managing pay: procedural issues 140 Comparative evidence on best practice in reward 141 Space for strategy 142 Summary 143 8  COMPARATIVE HRM: TRAINING AND DEVELOPMENT 149 Introduction 149 Comparative training and development 149 National systems: initial VET 150 Continuing training - the role of the employer 153 From training to development 158 Systems of employee development 160 Workforce achievement: literacy and numeracy 161 Management development 161 Summary 163 9  COMPARATIVE HRM: FLEXIBILITY AND WORK-LIFE BALANCE 167 Introduction: the concept of flexibility 167 Institutional differences 169 Contractual flexibility:'non-permanent'employment  169 Working time flexibility 173 The implications of flexibility 176 Work-life balance 177 Summary 183 10  COMPARATIVE HRM: EMPLOYEE RELATIONS AND COMMUNICATIONS 187 Introduction: communications within organisations 187 Trade union channels 190 Works councils/consultation 192 Differences in collective communication 192 Individual communication 193 Summary 197 PART THREE INTERNATIONAL HRM 203 11  INTERNATIONAL HRM: THEORY AND PRACTICE 205 Introduction 205 Life cycle models 209 Organisational design models 210 Differentiation and integration 212 Strategic International HRM: contingency approaches 214 A model of global HR 225 Summary 226 12  MANAGING INTERNATIONAL WORKING 233 Introduction: linking international assignments with organisational strategy 233 Assignment planning 235 How should we think about the recruitment of international employees? 239 Managing the global assignment cycle: selection 242 Assignment implementation 247 Summary 256 13  MANAGING DIVERSITY IN INTERNATIONAL WORKING 263 Introduction 263 Diversity management programmes 263 Diversity management in international organisations 264 Women in international management 265 Dual-career couples 269 The implications of international working on work-life balance 270 Alternative forms of international working 271 Measuring the value of international assignments 273 Summary 275 PART FOUR NEW DEVELOPMENTS AND THE ROLE OF THE HR FUNCTION 279 14  NEW DEVELOPMENTS IN INTERNATIONAL HRM 281 Organisational capability 281 Organisational capability and globalisation  283 Streamlining HR support functions: HR service centres 285 Global HR implications: re-centralisation and standardisation of HR, or devolved customisation?  289 Global e-enablement of HR processes 291 Outsourcing or insourcing HR 293 Understanding and building centres of excellence 297 Summary 299 15  MANAGING INTERNATIONAL HRM 303 Introduction: the new role of the IHRM function 303 The integration mechanisms provided by the corporate centre 304 Changing interdependencies between IHRM and other corporate functions 306 Talent management 309 Employment branding 311 Global capability systems 314 Management through global networks 315 Global knowledge management strategies 317 Summary: the global HR role 318 Index 325
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