Title:
Globalizing human resource management
Personal Author:
Series:
Routledge global human resource management
Publication Information:
Abingdon, Oxon : Routledge, 2004
ISBN:
9780415305525
Available:*
Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
|---|---|---|---|---|---|
Searching... | 30000010215160 | HF5549.5.E45 S62 2004 | Open Access Book | Book | Searching... |
Searching... | 30000010163178 | HF5549.5.E45 S62 2004 | Open Access Book | Book | Searching... |
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Summary
Summary
Establishing the agenda for global HR, this book looks through the eyes of HR professionals themselves. It gives a broad, coherent overview of the field of IHRM and a detailed, practical analysis of what is needed to be successful in this crucial area of modern management. A number of key questions are addressed:
Does IHRM drive the business agenda more than domestic HRM? What is the impact of IHRM on organizational effectiveness? What are the keys to success in IHRM?Drawing upon current research conducted as part of the Chartered Institute of Personnel and Development's Globalization Research Project the text includes data from surveys of HR professionals and company practice as well as longitudinal case studies.
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 |
| 7.4 Strategy Definition: Targets and Objectives Definition |
| 7.5 Operationalizing Strategy in International Staffing |
| 7.6 International Worker Profile Definition |
| 7.7 Willingness to Move Internationally |
| 7.8 Fostering Diversity in the Expatriate Population |
| 7.9 Managing the Global Assignment Cycle |
| I Recruitment and Selection |
| II International Management Selection Systems |
| III Expatriate Adjustments |
| IV Expatriate Preparedness |
| V Performance Measurement |
| VI Repatriation |
| 7.10 Conclusion |
| 8 Measuring the Contribution of the Corporate HR Function |
| 8.1 Introduction |
| 8.2 Best Practice Approaches |
| 8.3 Strategic Contingency Approaches |
| 8.4 Configurational Approach |
| 8.5 Cultural Limits to Assumptions About Best Practice? |
| 8.6 Studies on the International HR Function |
| 8.7 Efficiency: Service Level Agreements |
| 8.8 Effectiveness: Evaluating High Impact Projects |
| 8.9 Balanced Scorecards and HR Scorecards |
| 8.10 Perceptions of Effectiveness |
| 8.11 Measuring the Value of International Assignments 8.1 |
