Globalizing Human Resource Management

Subtitle:
Tracking the Business Role of International HR Specialists
Author:
Paul Sparrow; Chris Brewster; Hilary Harris
Format:
Hardcover

Out of stock

United States of America


Globalizing Human Resource Management Out of stock

Short description

As firms become internationally minded, the role of international HR professionals is coming increasingly to the fore of business. This book considers HRM in its global context, asking questions about what drives international HRM, how effective it is and how important it is for prosperity.

Long description

As firms continue to become internationally minded, the role of international HR professionals is coming increasingly to the fore of business. The realization that for success, companies must pay attention to foreign markets and competition is more widespread than ever. This book considers HRM in its global context, asking questions about what drives international HRM, how effective it is and how important it is for prosperity. Providing both a coherent overview of the field and a detailed practical analysis of modern management, this book draws upon research from the Chartered Institute of Personnel and Development's Global Research Project and includes data, surveys and case studies.

Product details

Publisher:
ROUTLEDGE
ISBN:
9780415305525
Publication date:
March 2004
Length:
246mm
Width:
174mm
Thickness:
13mm
Weight:
648g
Pages:
256
Illustrations:
10 black & white tables
Readership:
Tertiary education; Professional & scholarly

Table of contents

  • 1. Understanding the Impact of Globalization on the Role of International HR Professionals 1.1 Introduction 1.2 IHRM in the Literature 1.3 Research Programme Methodology 1.4 The Main Challenges Faced by Global HR Functions 1.5 Structure of this book 2. Globalization and HRM 2.1 Introduction 2.2 Perspectives on Globalization 2.3 The Nothing New or Realist Thesis 2.4 The IMF/Positive Perspective 2.5 Globalization as Neo-colonialism 2.6 Globalization as a Transformative Social Force 2.7 Universalist Versus Contextual Paradigms 2.8 Cultural Versus Institutional Explanations 2.9 The Global Convergence Thesis 2.10 Regional and Not Global Convergence? 2.11 Continued Divergence or Stasis? 2.12 Conclusion 3. Organizational Drivers of Globalization 3.1 Introduction 3.2 Firms with Globalizing Industries 3.3 Measuring the Degree of Internationalization of Firms 3.4 The Notion of Organizational Capability 3.5 Building Rapid Global Presence and Capability 3.6 Partnership Arrangements 3.7 Building Centres of Excellence Within Organizations 3.8 Functional Re-Alignment Surrounding Global HRM 3.9 Factors Driving Organizational and International HR Strategy 3.10 Towards a Model of Factors Involved in the Globalization of HRM 3.11 Conclusion 4. The Impact of Technology on Global HRM 4.1 Introduction 4.2 Shared Service Models 4.3 Global e-Enablement of HR Processes 4.4 Implications for Global HRM 4.5 Constraints Limiting the Impact of Technology on Global HRM 4.6 Sharing Information Worldwide 4.7 Changes in the Role of Intermediaries in the HR Supply Chain 4.8 Enterprise Modelling Techniques 4.9 Conclusion: Optimization or Standardization? HR as the Gatekeepers of National Culture 5. Knowledge Management and Global Expertise Networks 5.1 Introduction 5.2 Transferring Best Practice Globally 5.3 Knowledge Transfer Within Globalizing Organizations: the Role of Expatriates, Joint Ventures and Acquisitions 5.4 Why Bother Transferring Practices Across Borders? 5.5 The Complexity of Transferring Cross-Border Ideas Across Multiple Layers of Management 5.6 The Nature of HRM Knowledge to be Transferred 5.7 Lessons From the Field of Knowledge Management 5.8 The Role of Global Teams 5.9 Global Knowledge Transfer Through HR Networks 5.10 Global Knowledge Management Strategies 5.11 Formalizing Global HR Centres of Excellence 5.12 Conclusion 6. Developing Global Themes: Capabilities, Employer Branding and Talent Management 6.1 Global Themes and Super-ordinate Themes 6.2 Integration Around Core Strategic Competencies or Capabilities 6.3 Employer Branding I) Theoretical Approaches II) The Management of Values in Global HRM 6.4 Talent Management I) Talent Management in Global Context II) Concentrating on the Talent Pipeline 6.5 Conclusion 7. Managing International Mobility 7.1 Introduction 7.2 A Process Model I) Shareholders II) Customers and Suppliers III) Regulators and Governments IV) Employees 7.3 The Boundaryless Career 7

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Out of stock

Globalizing Human Resource Management

Globalizing Human Resource Management

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