International human resource management : text and cases

Title 1 Contents 8 SECTION I 13 1. GLOBAL PERSPECTIVE 13 Opening Case: Globalisation—Winner and Loosers 14 Nature of Globalisation 15 Drivers of Globalisation 15 Ripple Effects of Globalisation 22 India Beckons 29 Plan of this Book 34 Summary 35 Closing Case: Global Human Resource Management at Coca-Cola 35 Key Terms 37 Review Questions 37 Assignments 37 References 37 2. MULTICULTURALISM 39 Opening Case: Seventh Heaven 40 Nature of Culture 41 Effects of Culture 41 Multiculturalism 42 Cultural Predispositions 43 Cultural Dimensions 46 Managing Across Cultures 56 Technology 69 Culture annd Performance 77 Summary 79 Closing Case-1: Troubled Team 79 Closing Case-2: Waiting in New Delhi 80 Key Terms 81 Review Questions 81 Assignments 81 References 81 SECTION II 83 3. NATURE OF IHRM 83 Opening Case: HRM at Colgate-Palmolive Co. 84 IHRM Compared with Domestic HRM 85 Growing Interest in IHRM 90 New Dimensions 91 Summary 102 Closing Case: Human Resource Practices at Disney 102 Key Terms 105 Review Questions 105 Assignments 105 References 106 4. STRATEGIC IHRM 107 Opening Case: Building Strategic IHRM Capabilities 108 Understanding Strategy 111 Nature of Strategic HRM 113 Organisational Context of IHRM 116 Dimensions of Strategic International HRM 122 Summary 134 Key Terms 134 Closing Case: A Study in Corporate Foreign Expansion—Euro Disney 134 Review Questions 137 Assignments 137 References 138 5. HRM IN CROSS-BORDER MERGERS AND ACQUISITIONS 139 In conversation : Rethink the Value of Joint Ventures 140 Nature of Mergers and Acquisitions (M&As) 142 Motives Behind M&As 144 Extent of M&As 145 HRM Comes into the Picture 148 HR Interventions 153 HR Role—A Checklist 161 Summary 163 Closing Case: More Problems than Solutions 164 Key Terms 165 Review Questions 165 Assignments 166 References 166 SECTION III 167 6. STAFFING OF INTERNATIONAL BUSINESS 167 Opening Case 168 Human Resource Planning 168 Recruitment and Selection 169 Recent Trends in International Staffi ng 193 Summary 198 Closing Case: The Offi ce Equipment Company 199 Key Terms 200 Review Question 200 Assignments 201 References 201 7. TRAINING AND DEVELOPMENT 202 Opening Case: Konica Minolta: Using Learning to Create a Unifi ed Culture 203 Training Strategies 205 Expatriate Training 206 Theoretical Frameworks for CCT 216 HCN Training 221 TCN Training 226 Emerging Trends in Training for Competitive Advantage 226 Summary 231 Closing Case-1: Training of McDonald’s 232 Closing Case-2: Doing Business in India: A Cultural Perspective 233 Key Terms 235 Review Questions 235 Assignments 236 References 236 8. PERFORMANCE MANAGEMENT 237 Opening Case: Performance Management—Getting It Right from the Start 238 Steps in the Global PMS 242 Issues in Managing Performance in the Global Context 251 Assessing Subsidiary Performance 256 Summary 259 Closing Case: “The Culture of Appraisal” 259 Key Terms 260 Review Questions 261 Assignments 261 References 261 9. INTERNATIONAL COMPENSATION MANAGEMENT 262 Opening Case: Corporate Critique 263 Objectives of Compensation 264 Compensation Philosophy 265 Theories of Compensation 265 Compensation Strategy 266 Components of Compensation 270 Variables Infl uencing Compensation 277 Compensation Packages 279 Compensation Administration 282 Issues in International Compensation 285 Summary 290 Closing Case: CEOs Salary and Inequity 290 Key Terms 291 Review Questions 291 References 292 10. REPATRIATION AND INPATRIATION 293 Opening Case: International Assignee Career Cycle and Repatriation 294 Repatriation 296 Understanding Repatriation 296 Benefi ts from Returnees 296 Challenges of Re-Entry 297 Repatriation Process 298 Managing Repatriation 300 Tips for Successful Repatriation 302 Inpatriation 304 Summary 306 Closing Case: Going Home 307 Key Terms 309 Review Questions 309 Assignments 309 References 309 11. INTERNATIONAL INDUSTRIAL RELATIONS 310 Opening Case: Chinese Probe into Pay by Foreign Fast-Food Chains 311 Nature of IR 311 Approaches to IR 312 Extent of Disputes 314 Key Players in IR 316 Strategic Issues before MNCs/Employers 317 Strategic Issues before Employees 322 Strategic Issues before Governments 328 Summary 332 Closing Case 1: The Wal-Mart Story 332 Closing Case 2: Change and the Legacy of History—The Case of British Airways 335 Key Terms 336 Review Questions 336 Assignments 336 References 337 SECTION IV 338 12. ETHICS AND SOCIAL RESPONSIBILITY 338 Opening Case: Nike in Southeast Asia 339 Ethics 340 Source of Ethics 340 Role of Ethics in Business 342 Myths about Business Ethics 343 Perception of Corporate Ethics 346 Ethical Dilemmas 347 Ethical Initiatives in MNCs 353 Social Responsibility 357 Social Responsibility and IHR Manager 360 Summary 363 Closing Case-1: Conscience or the Competitive Edge 363 Closing Case-2: A True CSR 364 Key Terms 366 Review Questions 366 Assignments 366 References 366 13. FUTURE OF IHRM 367 Opening Case: Global Leadership — Numbers are not Enough 368 Developing and Retaining ‘A’ Players 370 Workforce Rationalising 371 Evolving Nature of International Employment 372 Gender Diversify 375 Maintaining Competitiveness 379 Building Service-Oriented Organisation 380 Technology Savvy 380 Organisational Redesign 381 Putting all Together 383 Closing Case 383 Key Terms 385 Review Questions 385 References 386 14. HRM PRACTICES IN DIFFERENT COUNTRIES 387 Opening Case: Cultural Guidelines for Doing Business in Europe 388 HRM in China 392 HRM in Japan 397 HRM in the USA 400 Closing Case: Cultural Characteristics of Africans 401 Key Terms 405 Review Questions 405 References 405 Index 407