By Tony Edwards
Foreign Human source administration Edwards & Rees, third version This attractive textbook deals a readable advent to foreign Human source administration. It explores the overseas dimensions of coping with human assets, with a spotlight on comparative HRM and multinational agencies. It tackles the problems raised via cross-national transformations in HRM types and explores key topics, together with: * The which means of globalization and the level to which it's a novel phenomenon * demanding situations to nationwide traditions and adjustments in nationwide structures * Debates and controversy round key concerns in foreign HRM. perfect for undergraduates taking foreign HRM classes, these taking Masters programmes in HRM, and MBA scholars. it may well even be suitable to comparative commercial relatives classes that characteristic multinational businesses. absolutely revised and up-to-date during this new 3rd version, this textbook positive aspects: * transparent, cohesive topics that run in the course of the publication and express the massive photograph. * wide intensity of assurance of establishment businesses, reflecting present scorching subject matters. * genuine existence case reviews all through, exhibiting how the idea applies in perform. * Contributions through specialists within the box, actively edited by means of the lead authors to make sure that the ebook is obvious and constant for the reader. concerning the authors Tony Edwards is Professor of Comparative administration at Kings university London. Chris Rees is Professor of Employment family members at Royal Holloway, collage of London
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Additional resources for International human resource management : globalization, national systems and multinational companies
The role of factors such as state direction and family ownership in East Asian economies also figures prominently in institutionalist accounts. The institutionalist perspective also stresses the principle of ‘functional equivalence’, which has a direct relevance for an understanding of the transfer of HRM practices in MNCs (something we discuss in more depth in Chapter 5). This principle states that although business practices may differ from one firm to another, and from one nation to another, they are not automatically inferior or superior to each other.
Rohlfer, S. (2007) ‘The different faces of benchmarking: structural limits to benchmarking and the implications for human resource management’, Warwick Papers in Industrial Relations, no. 83, Coventry: Industrial Relations Research Unit. Rugman, A.
The role of India and China has increased within this global space of flows, and in these countries there are privileged internal political and economic hierarchies, and a new type of neo-colonial engagement is emerging, such as China’s role in Africa. As Martinez-Lucio (2014: 22) concludes, globalization follows specific pathways, it does not always include all classes and nations equally, and it is not to be seen as simply a process of opening up borders, but rather as ‘made and constructed in political, organizational and cultural terms – and therefore with all the tensions these imply’.