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Book Details
Abstract
International Human Resource Management
Edwards & Rees, 3rd edition
This engaging textbook offers a readable introduction to International Human Resource Management. It explores the international dimensions of managing human resources, with a focus on comparative HRM and multinational organisations. It tackles the issues raised by cross-national differences in HRM styles and explores key themes, including:
- The meaning of globalization and the extent to which it is a novel phenomenon
- Challenges to national traditions and changes in national systems
- Debates and controversy around key issues in International HRM.
Ideal for undergraduates taking International HRM courses, those taking Masters programmes in HRM, and MBA students. It may also be relevant to comparative industrial relations courses that feature multinational companies.
Fully revised and updated in this new third edition, this textbook features:
- Clear, cohesive themes that run throughout the book and show the big picture.
- Broad depth of coverage of multinational companies, reflecting current hot topics.
- Real life case studies throughout, showing how the theory applies in practice.
- Contributions by experts in the field, actively edited by the lead authors to ensure that the book is clear and consistent for the reader.
About the authors
Tony Edwards is Professor of Comparative Management at Kings College London. Chris Rees is Professor of Employment Relations at Royal Holloway, University of London.
Table of Contents
| Section Title | Page | Action | Price |
|---|---|---|---|
| Cover | cover | ||
| Half Title page | i | ||
| Title page | iii | ||
| Copyright | iv | ||
| Brief Contents | v | ||
| Contents | vii | ||
| Contributors | xiii | ||
| Acknowledgements | xv | ||
| Introduction | xvii | ||
| Globalization versus embeddedness | xviii | ||
| Cultures versus institutions | xviii | ||
| Choices versus constraints | xviii | ||
| Integration versus differentiation | xviii | ||
| Standardization versus segmentation | xix | ||
| Collaboration versus contestation | xix | ||
| Part 1 The Context for International HRM | 1 | ||
| Chapter 1 Globalization, national systems and multinational companies | 3 | ||
| Key aims | 3 | ||
| Introduction | 3 | ||
| The nature of contemporary globalization | 4 | ||
| Debating globalization | 8 | ||
| Globalization and MNCs | 12 | ||
| MNCs, the state and ‘national effects’ | 14 | ||
| Conclusion | 21 | ||
| Review questions | 23 | ||
| Further reading | 24 | ||
| References | 24 | ||
| Chapter 2 National employment systems and international HRM | 28 | ||
| Key aims | 28 | ||
| Introduction | 28 | ||
| Types and numbers of national system | 28 | ||
| National business systems and HRM in MNCs | 34 | ||
| Management, ownership and country-of-origin effects | 40 | ||
| Conclusion | 41 | ||
| Review questions | 42 | ||
| Further reading | 42 | ||
| References | 42 | ||
| Chapter 3 The European Union: a case of advanced regional integration | 46 | ||
| Key aims | 46 | ||
| Introduction | 46 | ||
| Regional integration agreements | 48 | ||
| Box 3.1 Deepening stages of RIAs | 50 | ||
| Evolution of the EU and its employment policy | 51 | ||
| Box 3.2 Principal institutions of the EU | 52 | ||
| The European social model | 53 | ||
| Bases of EU employment policy | 54 | ||
| Three key ‘moments’ in the development of EU employment policy | 57 | ||
| Box 3.3 Principal social partners in the EU | 58 | ||
| The emergence of ‘soft’ law and the Open Method of Coordination | 59 | ||
| Theorizing convergence of HR practice across the EU | 60 | ||
| Future challenges for EU employment policy | 61 | ||
| Box 3.4 ECJ cases cited | 62 | ||
| Box 3.5 Posted workers | 63 | ||
| Conclusion | 64 | ||
| Notes | 64 | ||
| Review questions | 65 | ||
| Further reading | 65 | ||
| References | 66 | ||
| Part 2 MNCs and International HRM | 69 | ||
| Chapter 4 International structure and strategy | 71 | ||
| Key aims | 71 | ||
| Introduction | 71 | ||
| Defining a multinational company | 72 | ||
| The motivations for internationalization | 74 | ||
| The arrival of the ‘global’ firm | 79 | ||
| Key influences on strategy and structure in MNCs | 89 | ||
| Box 4.1 ABB: a test case of the transnational strategy | 95 | ||
| Box 4.2 AutoPower: shaking off its American origins? | 98 | ||
| Conclusion | 100 | ||
| Review questions | 100 | ||
| Further reading | 101 | ||
| References | 101 | ||
| Chapter 5 Global integration | 104 | ||
| Key aims | 104 | ||
| Introduction | 104 | ||
| The case for global HRM integration | 105 | ||
| Tools of global HRM integration | 112 | ||
| Achieving global HRM integration | 116 | ||
| Box 5.1 Globally integrating diversity management at Transco | 118 | ||
| Conclusion | 120 | ||
| Review questions | 121 | ||
| Further reading | 121 | ||
| References | 121 | ||
| Chapter 6 The transfer of HR practices in MNCs | 126 | ||
| Key aims | 126 | ||
| Introduction | 126 | ||
| The ‘diffusability’ of employment practices | 127 | ||
| The hierarchy of economies and the diffusion of practices | 129 | ||
| Box 6.1 CFS: adaptation, absorption or retention | 132 | ||
| Corporate characteristics promoting and hindering diffusion | 134 | ||
| The process of diffusion | 137 | ||
| Box 6.2 Engineering products: networking . . . but with the centre in charge | 139 | ||
| Conclusion | 140 | ||
| Review questions | 141 | ||
| Further reading | 141 | ||
| References | 141 | ||
| Chapter 7 Cross-border mergers and acquisitions | 145 | ||
| Key aims | 145 | ||
| Introduction | 145 | ||
| The national orientation of the parent in cross-border M&As | 147 | ||
| Box 7.1 Case study: HealthCo | 149 | ||
| Restructuring at national level and the legacy of distinctive national systems | 150 | ||
| The political dimension to cross-border M&As | 154 | ||
| Box 7.2 Case study: Corus | 156 | ||
| Cross-border M&As and organizational learning | 158 | ||
| Conclusion | 163 | ||
| Review questions | 163 | ||
| Further reading | 164 | ||
| References | 164 | ||
| Part 3 The Management of International HRM | 167 | ||
| Chapter 8 Outsourcing and human resource management | 169 | ||
| Key aims | 169 | ||
| Introduction | 169 | ||
| Conceptualizing outsourcing | 170 | ||
| Employment restructuring and the outsourcing decision | 171 | ||
| Coordination of HRM across organizational boundaries | 176 | ||
| Box 8.1 ‘Vendotel’: coordinating HRM in a multinational call centre vendor | 179 | ||
| The outsourcing of (parts of) the HR function | 181 | ||
| Box 8.2 The outsourcing of HRM by P&G and Unilever | 183 | ||
| Conclusion | 184 | ||
| Review questions | 186 | ||
| Further reading | 186 | ||
| References | 186 | ||
| Chapter 9 International leadership development | 190 | ||
| Key aims | 190 | ||
| Introduction | 190 | ||
| What is global leadership? | 191 | ||
| The right stuff model to develop global leaders | 192 | ||
| Global leadership development mechanisms | 196 | ||
| Conclusion | 200 | ||
| Box 9.1 Case study: TRW | 201 | ||
| Note | 202 | ||
| Review questions | 202 | ||
| Further reading | 203 | ||
| References | 203 | ||
| Chapter 10 Recruitment and selection of international managers | 208 | ||
| Key aims | 208 | ||
| Introduction | 208 | ||
| Key concepts and definitions | 209 | ||
| Criteria for recruitment | 210 | ||
| Selection | 214 | ||
| Box 10.1 Case study: Japanese expatriates through the decades | 218 | ||
| Diversity issues in international recruitment and selection | 220 | ||
| The changing international manager | 224 | ||
| Conclusion | 225 | ||
| Review questions | 226 | ||
| Further reading | 226 | ||
| References | 227 | ||
| Chapter 11 International pay and compensation | 230 | ||
| Key aims | 230 | ||
| Introduction | 230 | ||
| Convergence versus divergence in compensation practices | 231 | ||
| Box 11.1 Variations in compensation between selected countries in three regions | 233 | ||
| Factors influencing international compensation | 235 | ||
| Pay strategy in MNCs | 238 | ||
| Box 11.2 Case study: balancing global strategic alignment and local conformance pressures in a pharmaceutical MNC | 240 | ||
| Expatriate compensation | 240 | ||
| Conclusion | 247 | ||
| Review questions | 247 | ||
| Further reading | 248 | ||
| References | 248 | ||
| Chapter 12 International and comparative employee voice | 252 | ||
| Key aims | 252 | ||
| Introduction | 252 | ||
| Employee voice, employee participation and employee involvement | 253 | ||
| The European Union as a regional system of employee voice | 255 | ||
| Box 12.1 EU legislation on employee voice | 255 | ||
| Employee voice in ‘advanced industrialized economies’ | 259 | ||
| Box 12.2 The German system of employee voice | 261 | ||
| Managing employee voice in ‘industrializing’ or ‘developing’ economies | 265 | ||
| Box 12.3 Employee involvement in a British MNC in China | 268 | ||
| Conclusion | 269 | ||
| Review questions | 270 | ||
| Further reading | 270 | ||
| References | 270 | ||
| Chapter 13 International corporate social responsibility | 275 | ||
| Key aims | 275 | ||
| Introduction | 275 | ||
| The concept of corporate social responsibility | 276 | ||
| CSR in the multinational enterprise | 280 | ||
| Managing corporate social responsibility | 282 | ||
| Corporate social responsibility and human resource management | 287 | ||
| Conclusion | 289 | ||
| Review questions | 290 | ||
| Further reading | 290 | ||
| References | 291 | ||
| Chapter 14 International migration and HRM | 293 | ||
| Key aims | 293 | ||
| Introduction | 293 | ||
| International migration: dimensions and trends | 295 | ||
| What shapes migration? | 298 | ||
| The impact of migration | 302 | ||
| Box 14.1 Case study: nursing | 306 | ||
| Worker and trade union responses | 309 | ||
| Conclusion | 311 | ||
| Review questions | 312 | ||
| Further reading | 312 | ||
| References | 312 | ||
| Index | 315 |