International Human Resource Management Managing People in a Multinational Context

by Dowling, Peter J.; Welch, Denice E.

• ISBN13: 9780324318661
• ISBN10: 0324318669
• Edition: 4th
• Format: Paperback
• Copyright: 2004-05-19
• Publisher: South-Western College Pub

Summary

The new edition of this highly successful and groundbreaking text continues to cover key topics in International Human Resource Management while increasing coverage of emerging theory and issues in this area. Globalization of business is forcing managers to grapple with complex issues as they seek to gain or sustain a competitive advantage. Faced with unprecedented levels of foreign competition at home and abroad firms are beginning to recognize not only that international business is high on top management's list of priorities but that finding and nurturing the human resources required to implement an international or global strategy is of critical importance. The role of human resource management in this complex, ever-changing world is central to this book.

Author Biography

Denice E. Welch is Professor of International Management at the Mt. Eliza Business School and University of Queensland, Australia.

Table of Contents

Preface	ix
About the authors	xii
Book layout	xiii
I The multinational context	1	(80)
CHAPTER 1 Introduction: the enduring context of IH RM	3	(26)
Chapter objectives	3	(1)
Scope of the book	3	(1)
Defining international HRM	4	(3)
Differences between domestic and international HRM	7	(5)
Variables that moderate differences between domestic and international HRM	12	(5)
The enduring context of IHRM	17	(6)
Summary	23	(1)
Discussion questions and exercises	24	(1)
Further reading	24	(1)
Notes and references	24	(5)
CHAPTER 2 The organizational context	29	(28)
Chapter objectives	29	(1)
Introduction	29	(2)
The path to global status	31	(16)
Control mechanisms	47	(2)
Mode of operation	49	(3)
Summary	52	(1)
Discussion questions and exercises	53	(1)
Further reading	53	(1)
Notes and references	54	(3)
CHAPTER 3 IHRM: sustaining international business operations	57	(24)
Chapter objectives	57	(1)
Introduction	57	(1)
Approaches to staffing	58	(7)
Transferring staff for international business activities	65	(4)
The roles of an expatriate	69	(3)
The role of non-expatriates	72	(2)
The role of the corporate HR function	74	(2)
Summary	76	(1)
Discussion questions and exercises	77	(1)
Further reading	77	(1)
Notes and references	78	(3)
II Managing and supporting international assignments	81	(102)
CHAPTER 4 Recruiting and selecting staff for international assignments	83	(34)
Chapter objectives	83	(1)
Introduction	83	(1)
Issues in staff selection	84	(5)
Factors moderating performance	89	(9)
Selection criteria	98	(8)
Dual-career couples	106	(3)
Are female expatriates different?	109	(2)
Summary	111	(1)
Discussion questions and exercises	112	(1)
Further reading 113 Notes and references	113	(4)
CHAPTER 5 Training and development	117	(22)
Chapter objectives	117	(1)
Introduction	117	(2)
The role of expatriate training	119	(1)
Components of effective pre-departure training programs	120	(9)
The effectiveness of pre-departure training	129	(1)
Developing staff through international assignments	130	(4)
Summary	134	(1)
Discussion questions and exercises	135	(1)
Further reading	135	(1)
Notes and references	135	(4)
CHAPTER 6 Compensation	139	(20)
Chapter objectives	139	(1)
Introduction	139	(1)
Objectives of international compensation	140	(1)
Key components of an international compensation program	141	(3)
Approaches to international compensation	144	(10)
Some tentative conclusions: patterns in complexity	154	(1)
Summary	155	(1)
Discussion questions and exercises	156	(1)
Further reading	156	(1)
Notes and references	157	(2)
CHAPTER 7 Re-entry and career issues	159	(24)
Chapter objectives	159	(1)
Introduction	159	(1)
The repatriation process	160	(2)
Individual reactions to re-entry	162	(11)
Multinational responses	173	(3)
Designing a repatriation program	176	(2)
Summary	178	(1)
Discussion questions and exercises	179	(1)
Further reading	179	(1)
Notes and references	179	(4)
III Global HR issues	183	(94)
CHAPTER 8 H R M in the host country context	185	(24)
Chapter objectives	185	(1)
Introduction	185	(2)
Standardization and adaptation of work practices	187	(7)
Retaining, developing and retrenching staff	194	(4)
HR implications of language standardization	198	(4)
Monitoring the HR practices of host country subcontractors	202	(2)
Summary	204	(1)
Discussion questions and exercises	205	(1)
Further reading	206	(1)
Notes and references	206	(3)
CHAPTER 9 Industrial relations	209	(22)
Chapter objectives	209	(1)
Introduction	209	(3)
Key issues in international industrial relations	212	(3)
Trade unions and international industrial relations	215	(1)
The response of trade unions to multinationals	216	(4)
Regional integration: the European Union (EU)	220	(3)
Pan-European pensions	223	(1)
The issue of social 'dumping'	224	(1)
The impact of the digital economy	224	(1)
Summary	225	(1)
Discussion questions and exercises	226	(1)
Further reading	226	(1)
Notes and references	226	(5)
CHAPTER 10 Performance management	231	(26)
Chapter objectives	231	(1)
Introduction	231	(1)
Multinational performance management	232	(4)
Performance management of international employees	236	(9)
Performance appraisal of international employees	245	(4)
Appraisal of HCN employees	249	(3)
Summary	252	(1)
Discussion questions and exercises	253	(1)
Further reading	253	(1)
Notes and references	254	(3)
CHAPTER 11 IHRM trends and future challenges	257	(20)
Chapter objectives	257	(1)
Introduction	257	(1)
International business ethics and HRM	258	(7)
Mode of operation and IHRM	265	(1)
Ownership issues	266	(2)
Research issues and theoretical developments	268	(4)
Summary	272	(1)
Discussion questions and exercises	273	(1)
Further reading	273	(1)
Notes and references	273	(4)
IV Cases and exercises	277	(44)
Staffing a new international venture	279	(2)
Peter Hanson: building a world-class product development center for Hi Tec Systems in China	281	(8)
IHR planning exercise	289	(3)
Spanning the globe	292	(4)
Quality compliance at the Hawthorn Arms	296	(3)
Conflicting expectations: where pay and performance collide	299	(3)
'Keep safe ducky': or, when Sally met a not-so-nice Harry	302	(3)
Jaguar or bluebird? (A) Mark Chan's decision to stay overseas or return home after his expatriate assignment	305	(5)
Jaguar or bluebird? (B) Mark Chan returns home after his expatriate assignment	310	(3)
Andrew Robinson goes to Taiwan: the challenges of a short-term assignment	313	(8)
Appendix	321	(1)
Useful websites	321	(2)
Other resources	323	(2)
Index	325