International Human Resource Management : A Global Perspective : Practices and Strategies for Competitive Success

Contents: Foreword. Preface. I. International HRM perspectives: 1. Developments leading to international HRM. 2. Phases of globalisation and growth of international HRM. 3. International human resource management in cross-cultures. 4. International HRM: role and distinguishing activities. II. Global staffing practices: 1. Planning strategy in international HRM. 2. Recruitment for overseas assignments. 3. Global staffing practices. 4. HRM practices of countries: India and China. 5. HRM practices in France, USA, Britain and India. 6. HRM practices in Japan. III. International transfer and repatriation strategies: i. International transfers and repatriation strategies. ii. Women managers for international assignments. IV. Training and development of expatriates: 1. Training of expatriates for assignments abroad. ii. Training and development of international staff. iii. Training in cultural diversity. V. Performance management in MNEs: 1. Performance Management (PM). 2. Criteria for performance appraisal of expatriates. iii. Performance management of host country employees. VI. Global compensation practices: 1. Compensation in international perspective and practices in countries. ii. Compensation for expatriates. iii. Approaches in global compensation. iv. Current wage, benefits system in Japan. v. Social security schemes in different countries. VII. International practices in industrial relations: 1. International IR practices: importance and the framework of IR. 2. International practices in industrial relations: an overview. iii. Labour Unions and Approaches of MNCs. iv. Comparative study of IR in some countries. v. MNCs and industrial relations trends. vi. Employee's participation: variations across nations. vii. Systems of recognition of trade unions in different countries. viii. Impact of European Union and NAFTA on Industrial Relations for Member Countries. ix. Impact of globalisation on IR. x. Job flexibility. xi. HR outsourcing. xii. Division of labour and international trade. VIII. Sensitivity to cultural diversity: 1. Culture: meaning and constituents. 2. Cultural diversity and role of values. iii. Approaches to understanding cultural diversity. iv. Managing cultural diversity: futuristic outlook. v. Characteristics of Indian culture. vi. Characteristics of Chinese culture. vii. Cross-cultural differences in communications. IX. Global organisation structures: i. Globalisation. 22. MNC's strategies in globalisation--types of organisation structure. iii. Developments leading to international organisation structure. iv. Organisational designs and work cultures. v. Strategies for global organisation structure. vi. Management challenges in competitive environment. vii. International management functions and cultures. X. MNE--a Responsible corporate citizen: i. Business ethics and corporate social responsibility in global scenario. ii. Success factors for international managers. iii. MNC's problems and challenges in the host country. iv. International business negotiations. v. Transnational managers. XI. Annexures: i. Sample question papers. ii. Case studies: Indian and global. iii. Assignments. iv. Questions and exercises. v. International HRM revisit (summarised). vi. Human resource management practices in USA. vii. Personnel policies in Japan. viii. HRM practices in United Kingdom. ix. HRM practices in India. x. The major advantages and disadvantages of expatriates. xi. Networked global organisation. References. Index.

"Managing and developing human resources in international setting is increasingly recognized as a central challenge, particularly for MNEs. This book titled "International Human Resource Management" offers many insights into the possibilities of creative response to these challenges. It explores exhaustively all the approaches and issues that arise in the context of subsidiaries and joint ventures.

This book provides an understanding of the theoretical foundation and the practical implications of international approaches to human resource management. It gives an overview of human resource management in an international environment. The emergence of the multinational enterprise as a dominant institution in the world economy has resulted in the importance of understanding not only multinational enterprises themselves, but also the activities of the people working within these and similar multicultural organizations. In addition, specific human resource practices in some countries, e.g. USA, Japan, India, UK, France, have been described so as to understand the basic models of International Human Resource Management. These will highlight the major employment policies of multinational companies and the problems of cross-cultural differences.

This book will be particularly helpful to practicing managers, students and faculty members in various management institutions." (jacket)