International human resource management 4th edition briscoe

Search Start Search. Request an Inspection Copy. Description About the Author s Table of Contents Description Contemporary Issues in Human Resource Management 4th edition presents both global and local perspectives on the issues that human resource management face in the modern workplace. When the multinational team involved in running the Cranet surveys on HRM policy and practice Tregaskis et al, met to decide on the areas their survey would cover, there was far from total unanimity in understanding the nature of the topic.

German colleagues wanted more on the role of works councils, CD When the Japanese joined the network, they felt that despite the importance of national comparisons they could not use all of the questions, some of which would be perceived as too intrusive.

Research in the CHRM ield, then, which has generally but not exclusively been of more interest to European researchers, has typically incorporated a country comparison perspective. What strategies are discussed? What is actually put into practice? What are the main differences and similarities between countries?

To what extent are HRM policies inluenced by national factors such as culture, government policy, and educational systems? It concentrates on how people are managed diferently in diferent countries by analysing practices within irms of diferent national origin in the same country or comparing practices between diferent nations or regions.

Research has since focused on understanding those HRM functions that had to change when irms went international. Finding and nurturing the people able to implement international strategy was seen as critical for such irms, and considerable attention was given to the management of expatriates. To take one oten-quoted example: a performance appraisal system which depends upon US-style openness between manager and subordinate, each explaining plainly how they feel the other has done well or badly in their job, may work in some European countries.

However, CD It may even be unlawful in some states. Organisations that address IHRM therefore have to deal not just with a variety of practices but also with a range of policy and even strategy issues. IHRM explores how MNEs manage the demands of ensuring that the organisation has an international coherence in and cost-efective approach to the way it manages its people in all the countries it covers, while at the same time ensuring that it is responsive to the diferences in assumptions and in what works from one location to another.

IHRM research has also identiied the important contingencies that inluenced the HRM function as it became more internationalised, such as the country that the MNC operated in, the size and life-cycle stage of the irm, and the type of employee parent-company national, home-country national and third-country national. IHRM, then, is focused on how diferent organisations manage their people across national borders. IHRM has the same main dimensions as HRM in a national context, but is understood to operate on a larger scale, with more complex strategic considerations, more complex co-ordination and control demands.

What does this sequence of deinitions tell us? De Cieri et al argue that globalisation — when seen in terms of the worldwide low of capital, knowledge and other resources necessary to interconnect international product markets — is associated with concomitant processes involved in the growth in scope and scale of competition.

Rather than leading to any integration of ideas, imitation of ideas from outside HRM becomes more important. If you look at what is being said by academics and researchers, more and more attention is being given to the politics of globalisation and the importance of local context.

Rather than attempt to integrate ideas and claim that there can be all-encompassing approaches to the study of IHRM, the critical view argues that we should draw reference from theory in existing practices and disciplines that help explain the complex problems and oten dysfunctional impacts faced when trying to manage across national boundaries.

As attention turns from understanding the policy and practice needed to manage international cadres of people, and internationalising organisations, towards the need to understand any one HRM policy and practice in its broader international or institutional context, many academic ields argue that they have something to say about the phenomena of IHRM. By following a problem-solving approach to IHRM — ie by focusing on the progressive issues that have been created in the conduct of business operations as a consequence of internationalisation — this perspective sees IHRM as entailing an explainable set of explorations Sparrow, , p4 : IHRM has moved not through a haphazard and opportunistic expansion, but through a sequential development of thinking that has captured the successively evolving cultural, geographical and institutional challenges faced by the multinational corporation.

Part One deals with cross-cultural management. It uses some previously developed frameworks and applies these to the world of work. It irst examines the impact of culture on organisational behaviour and HRM. It then examines concepts of leadership. Finally, it considers the debates about the nature of cultural intelligence. Part Two addresses the issue of comparative human resource management.

It is important that readers understand that in these topics there is no longer a simple divide between comparative and international HRM modules.

Many of the topics and issues covered under a comparative theme would ind relevance on a course on international HRM. To provide an example: in the chapter on Recruitment and selection, the discussion of the impact of culture on practices is used to show how an in-country business partner of an MNE has to understand the local complexities of practice — a topic easily taught under an IHRM banner.

Similarly, the coverage of new developments in global mobility and resourcing in that chapter could well be taught alongside traditional IHRM topics of expatriation. We have adopted this structure to best organise the material, but stress that the conceptual divide between Parts Two and hree — and the relative number of chapters in each Part — should not be seen as indicative of the best way to either teach or learn about these topics.

In the world of actual HRM practice, the two perspectives are inherently interconnected. Part Two, therefore, concentrates principally on key HRM functions.

Attention is paid to the diferent employment law and institutional contexts within which HRM specialists have to operate. It examines the diferences in the meaning and role of unions and other representative employee bodies.

It draws attention to the role of history, national cultures and legal institutions in inluencing these structures and bodies, and signals what this means for the managers of people. It considers Taylorism and other broader-based alternatives. It examines how these alternatives are applied in diferent countries and explains the bases of cross-national comparative variation in work organisation.

Flexible working practices include the development of such approaches as part-time employment, short-term employment and a host of other non-standard working forms. It explores the similarities and diferences in the use and meaning of such practices across national boundaries and considers the impact of these practices at national, employer and individual levels, as well as the implications for HRM specialists. Finally, it looks at developments concerning work—life balance in an international context.

It therefore looks irst at recruitment and selection and considers the ways in which culture can be seen to inluence such local HRM practices. However, much international recruitment today is carried out in the context of global resourcing strategies and increasingly global labour markets. Finally, it introduces some of the questions that these developments raise about the recruitment of international employees.

Typical approaches to performance management within MNCs are described with reference to the elements of planning, managing and reviewing. It considers a number of theoretical perspectives important for the study of rewards such as agency theory, socially healthy pay and distributive justice. It also explores workplace and on-the-job training. Finally, attention is given to management development and comparative experiences of this. Part hree of the book deals with international human resource management, the way that diferent organisations respond to, deal with and exploit the diferent cultural and national institutional contexts within which they have to operate.

It covers some of the main models that have inluenced the ield of IHRM, such as life cycle, organisation design and contingency models. It looks at the whole expatriate management cycle, giving particular attention to theory versus practice in international manager selection.

Finally, the issue of repatriation is examined. It considers what should be involved in measuring the value of international assignments. Attention is given to the strengths and weaknesses of various forms of diversity initiatives in international organisations, and how organisations could increase the number of women in international management.

Finally, the chapter examines the challenge of managing international management teams. In the last chapter we examine some of the recent activities in MNCs as they continue to attempt to globalise their HRM provision. We discuss the adoption of global HRM delivery models, the e-enablement of HRM processes on a global basis, and the use of integration mechanisms such as global knowledge management strategies, management through global networks, and the pursuit of global talent management, strategic workforce planning, and employer branding.

This is having a major impact on the type of organisations and nature of work that remain viable in different parts of the world. Harry Potter. Books By Language. Books in Spanish.

Briscoe , By author Randall S. Expected delivery to Germany in business days. Not ordering to Germany? Click here. The book has been designed to lead readers through all of the key topics of IHRM in a highly engaging and approachable way. In addition to the key topics and rich pedagogy students have come to expect, chapters have been updated, including an expanded chapter on Comparative and National Culture. Uncovering precisely why IHRM is important for success in international business, and how IHRM policies and practices function within the multinational enterprise, this comprehensive textbook provides an outstanding foundation for understanding the theory and practice of IHRM.

It is essential reading for all students, instructors, and IHRM professionals. Product details Format Paperback pages Dimensions Other books in this series. Add to basket. Global Talent Management David G.

Performance Management Systems Arup Varma. Global Staffing Hugh Scullion. Global Careers Michael Dickmann. Global Industrial Relations Michael J. Table of contents Part I: Strategic Context 1. The Internationalization of Human Resource Management 2. Strategic International Human Resource Management 3. Design and Structure of the Multinational Enterprise 4. International Human Resource Management and Culture 6.

International Workforce Planning and Staffing 9. International Recruitment, Selection, and Repatriation