International human resource management: policy and practice for the global enterprise
Gespeichert in:
| Beteiligte Personen: | , |
|---|---|
| Format: | Buch |
| Sprache: | Englisch |
| Veröffentlicht: |
London [u.a.]
Routledge
2004
|
| Ausgabe: | 2. ed. |
| Schriftenreihe: | Routledge global human resource management series
5 |
| Schlagwörter: | |
| Links: | http://www.loc.gov/catdir/toc/ecip0412/2003026520.html http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=012807837&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=012807837&sequence=000004&line_number=0002&func_code=DB_RECORDS&service_type=MEDIA |
| Beschreibung: | Includes bibliographical references and index |
| Umfang: | XVII, 494 S. graph. Darst. |
| ISBN: | 0415338352 0415338344 |
Internformat
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Datensatz im Suchindex
| _version_ | 1819302587791310848 |
|---|---|
| adam_text | Contents
List of illustrations xi
Foreword xiv
Acknowledgments xvi
Introduction 1
PART I INTRODUCTION TO INTERNATIONAL HUMAN
RESOURCE MANAGEMENT: THE CONTEXT
1 International business and International Human Resource
Management 11
The internationalization of business 13
The internationalization of Human Resource Management 20
Conclusion 33
Points for further discussion 34
2 Strategic International Human Resource Management 35
Strategic IHRM 36
Evolution of the multinational enterprise 3S
A model for Strategic IHRM 55
Conclusion 64
Points for further discussion 64
3 Organizational structure and design of the multinational
enterprise 65
Global organization design: an introduction 66
IHRM and organizational design 70
Designing the multinational enterprise 70
It s more than formal structure HO
Conclusion S5
Points for further discussion H5
viii • Contents
4 Cross-border mergers and acquisitions, international joint
ventures and alliances 86
Cross-border M As, international joint ventures, and alliances 87
Managing the cross-border merger or acquisition 92
International joint ventures 103
Alliances and partnerships 107
Conclusion 111
Points for further discussion 112
5 Country culture and MNE culture 113
The most important issue: culture 114
Cultural attitudes and values and management practices 126
Impact of culture on IHRM 127
Research in IHRM 131
Conclusion 136
Points for further discussion 136
6 Global employment law, and labor relations 137
Global employment law and enforcement 139
Comparative employment law 147
Extraterritorial application of national law (with special attention
to the US) 160
Application of national law to local foreign-owned enterprises
(with special attention to the US) 160
Union and labor relations 161
Immigration law 171
MNE employment policy and practice 173
Conclusion 174
Points for further discussion 174
7 Global ethics and labor standards 175
The ethics of HR decision making in foreign operations: a general
perspective 177
International standards 189
Balancing the extremes: suggested guiding principles 197
Conclusion 198
Points for further discussion 198
Contents • ix
PART II INTERNATIONAL HUMAN RESOURCE
MANAGEMENT IN THE MULTINATIONAL
ENTERPRISE: POLICIES AND PRACTICES
8 Global workforce planning, forecasting, and staffing the
multinational enterprise 201
Global workforce planning and forecasting 202
Staffing the multinational enterprise: an introduction 210
Global staffing choices: implications for multinational enterprises 224
Conclusion 227
Points for further discussion 228
9 Staffing the global enterprise: selection of international
assignees 229
International assignees and international assignments 229
Staffing with international assignees 232
Successful expatriation 256
Immigration law 258
Conclusion 259
Points for further discussion 260
10 Training and management development in the global
enterprise 261
Training in the global enterprise 262
Management development in the global enterprise 291
Conclusion 304
Points for further discussion 304
11 Global compensation, benefits, and taxes 305
Compensation and benefits for expatriates 308
Designing a compensation strategy for multinationals 333
Conclusion 350
Points for further discussion 351
12 International performance management for international
assignees and foreign managers 352
Purposes and roles of international performance management 354
Challenges to the effectiveness of the 1PM system 355
Managing the 1PM system 361
International assignee and foreign manager development 367
Senior managers attitudes about international performance
management 368
Overcoming IPM challenges 368
Characteristics of effective IPM systems: guidelines 369
x • Contents
Conclusion 3 72
Points for further discussion 373
13 Health, safety, and crisis management in the global
enterprise 374
Employee health and safety around the world 3 75
Health and safety for international assignees 380
Conclusion 391
Points for further discussion 392
PART III THE PROFESSION AND THE DEPARTMENT
OF INTERNATIONAL HUMAN RESOURCE
MANAGEMENT
14 The IHR department and the role and future of IHRM 395
The IHR department 396
Role of IHRM 409
Future oj IHRM 415
Conclusion 418
Points for further discussion 419
INTEGRATIVE CASE STUDY: LINCOLN ELECTRIC IN CHINA 420
higmar Bjorkman and Charles Galunic
The Lincoln Electric tradition 421
International expansion 425
Lincoln Electric in Asia 428
Acknowledgments 435
Notes 436
Indexes 485
Illustrations
Figures
1 Chapter map 2
1.1 International Human Resource Management 22
2.1 Basic elements of the strategic management process 37
2.2 Evolution of the multinational enterprise 52
2.3 Strategic IHRM: matching HRM to IB strategy 56
3.1 Simple headquarters - subsidiary model 73
3.2 Bausch Lomb s international division structure c. 1984 73
3.3 Bausch Lomb s international geographic structure c. 1992 74
3.4 Black Decker s international structure 74
3.5 Single-business geographic structure 75
3.6 3M s multi-business international product line plus regional structure
c. 1992-1993 77
3.7 MNE structure combining traditional business functions with
geographic/country focus 78
3.8 Nestle s international structure 78
3.9 ABB Asea Brown Boveri s matrix structure 79
5.1 The three layers of culture 118
5.2 Development of cross-cultural competence 119
9.1 Successful expatriate experience 237
11.1 International compensation: balance sheet approach 312
Tables
4.1 The numbers don t lie: ten of the biggest mergers of all time and
their effect on shareholder wealth 91
5.1 International cross-cultural country profiles 125
6.1 Global termination practices 151
6.2 Enforceability of non-compete covenants around the world 154
6.3 Comparative international labor laws 156
8.1 Female participation rates in selected countries 204
8.2 Share of population aged over sixty 205
xii • Illustrations
9.1 The twenty-first-century expatriate manager profile 238
10.1 The match of training techniques to country culture 271
10.2 Preparing and training the international assignee 278
10.3 The skills of the transnationally competent manager versus those
of the traditional international manager 293
11.1 US State Department indexes for cost-of-living and housing
allowances for selected cities 316
11.2 Compensation for expat relocation from New Jersey to Paris 319
11.3 National income tax rates 323
11.4 Hourly compensation costs for production workers in manufacturing 336
11.5 Average pay for chief executives in firms with annual sales of more
than US billion 337
11.6 Vacations, holidays, and working hours around the world 339
11.7 Statutory maternity leave in EU and selected other countries 349
12.1 Raters of international assignee performance 364
Boxes
5.1 Cultural attitudes and values relevant to MNEs and IHRM 126
5.2 Management practices impacted by cultural values 128
6.1 General statement of equivalent employment standards stated by
various international organizations 139
6.2 The United Nations global compact 141
6.3 Fundamental social rights of EU workers 144
6.4 EU privacy rights 159
6.5 US immigrant and non-immigrant visas 172
7.1 SA 8000 requirements 193
8.1 International employee types linked with traditional categories 224
9.1 Definition of expatriate failure 243
9.2 Reasons for expatriate failure 244
10.1 Preparation and training for international assignees 277
10.2 Tips on how to globalize management 284
10.3 Competencies of the global executive 295
10.4 The development of organizational cross-cultural savvy 298
10.5 Global trends in training and development 303
11.1 Salary differentials for foreign assignments 313
12.1 Criteria for appraisal of international assignees and foreign managers 362
14.1 Examples of IHR support services provided by external vendors 410
IHRM in Action
1.1 Harry Ramsden s goes international 14
1.2 Internationalization of a local manufacturer 25
2.1 Ford Motor Company goes international 42
Illustrations • xlli
2.2 The shift to being a global company 44
2.3 Cap Gemini-Sogeti: a transnational organization 46
3.1 The effective global firm of the future 68
4.1 The acquisition strategy of Germany s Siemens 89
4.2 Continual two-way communication in BCE s acquisition of
Teleglobe International 96
4.3 Acquisition integration: GE lessons learned 102
4.4 Links between Bombay and Manhattan firms open doors for two
architects 109
5.1 Intercultural understanding 115
5.2 McDonald s 130
6.1 Works councils and inform and consult at the merged Hewlett
Packard/Compaq in Europe 148
6.2 Non-compete agreements and Value Partners v. Bain International 153
6.3 Ford Motor Company s global industrial relations 163
7.1 Child labor at Levi Strauss 185
7.2 Excerpts from Reebok International s human rights production standards 187
7.3 Excerpts from the Caux Round Table principles for business 190
8.1 The Broadmoor Hotel finds a new way to fill jobs 206
8.2 In the Netherlands, labor shortages are dealt with by hiring the retired 207
8.3 A world marketplace for jobs 208
8.4 Location, location, location 209
9.1 John Deere s competitive advantage 233
9.2 Language skills improve global business 246
9.3 Repatriation at Monsanto 253
9.4 Firms woo executives from third countries 256
10.1 International training at Johnson Wax, IBM, 3M, McGraw-Hill,
and Merck 265
10.2 Training managers in Malawi 273
10.3 The global CEO 286
10.4 Colgate takes its management development global 301
11.1 Compensation problems with a global workforce 309
11.2 Tax savings to help the global bottom line 327
11.3 How Physical Acoustics manages its international taxes 329
11.4 Global compensation programs do work 335
11.5 International pensions at Johnson Johnson 341
11.6 Canon uses incentive compensation - a Japanese exception 343
11.7 US employee equity plans run into foreign snags 344
12.1 Evaluation of local national by Richard Evans, expatriate managing
director 358
12.2 Nokia tackles expatriate performance management 371
13.1 AIDS threatens global organizations 379
13.2 Truth and consequences: expatriate health abroad 384
13.3 International emergency medical assistance 385
14.1 IHR applies Oracle s technology to itself 406
Contents
List of illustrations xi
Foreword xiv
Acknowledgments xvi
Introduction 1
PART I INTRODUCTION TO INTERNATIONAL HUMAN
RESOURCE MANAGEMENT: THE CONTEXT
1 International business and International Human Resource
Management 11
The internationalization of business 13
The internationalization of Human Resource Management 20
Conclusion 33
Points for further discussion 34
2 Strategic International Human Resource Management 35
Strategic IHRM 36
Evolution of the multinational enterprise 3S
A model for Strategic IHRM 55
Conclusion 64
Points for further discussion 64
3 Organizational structure and design of the multinational
enterprise 65
Global organization design: an introduction 66
IHRM and organizational design 70
Designing the multinational enterprise 70
It s more than formal structure HO
Conclusion S5
Points for further discussion H5
viii • Contents
4 Cross border mergers and acquisitions, international joint
ventures and alliances 86
Cross border M As, international joint ventures, and alliances 87
Managing the cross border merger or acquisition 92
International joint ventures 103
Alliances and partnerships 107
Conclusion 111
Points for further discussion 112
5 Country culture and MNE culture 113
The most important issue: culture 114
Cultural attitudes and values and management practices 126
Impact of culture on IHRM 127
Research in IHRM 131
Conclusion 136
Points for further discussion 136
6 Global employment law, and labor relations 137
Global employment law and enforcement 139
Comparative employment law 147
Extraterritorial application of national law (with special attention
to the US) 160
Application of national law to local foreign owned enterprises
(with special attention to the US) 160
Union and labor relations 161
Immigration law 171
MNE employment policy and practice 173
Conclusion 174
Points for further discussion 174
7 Global ethics and labor standards 175
The ethics of HR decision making in foreign operations: a general
perspective 177
International standards 189
Balancing the extremes: suggested guiding principles 197
Conclusion 198
Points for further discussion 198
Contents • ix
PART II INTERNATIONAL HUMAN RESOURCE
MANAGEMENT IN THE MULTINATIONAL
ENTERPRISE: POLICIES AND PRACTICES
8 Global workforce planning, forecasting, and staffing the
multinational enterprise 201
Global workforce planning and forecasting 202
Staffing the multinational enterprise: an introduction 210
Global staffing choices: implications for multinational enterprises 224
Conclusion 227
Points for further discussion 228
9 Staffing the global enterprise: selection of international
assignees 229
International assignees and international assignments 229
Staffing with international assignees 232
Successful expatriation 256
Immigration law 258
Conclusion 259
Points for further discussion 260
10 Training and management development in the global
enterprise 261
Training in the global enterprise 262
Management development in the global enterprise 291
Conclusion 304
Points for further discussion 304
11 Global compensation, benefits, and taxes 305
Compensation and benefits for expatriates 308
Designing a compensation strategy for multinationals 333
Conclusion 350
Points for further discussion 351
12 International performance management for international
assignees and foreign managers 352
Purposes and roles of international performance management 354
Challenges to the effectiveness of the 1PM system 355
Managing the 1PM system 361
International assignee and foreign manager development 367
Senior managers attitudes about international performance
management 368
Overcoming IPM challenges 368
Characteristics of effective IPM systems: guidelines 369
x • Contents
Conclusion 3 72
Points for further discussion 373
13 Health, safety, and crisis management in the global
enterprise 374
Employee health and safety around the world 3 75
Health and safety for international assignees 380
Conclusion 391
Points for further discussion 392
PART III THE PROFESSION AND THE DEPARTMENT
OF INTERNATIONAL HUMAN RESOURCE
MANAGEMENT
14 The IHR department and the role and future of IHRM 395
The IHR department 396
Role of IHRM 409
Future oj IHRM 415
Conclusion 418
Points for further discussion 419
INTEGRATIVE CASE STUDY: LINCOLN ELECTRIC IN CHINA 420
higmar Bjorkman and Charles Galunic
The Lincoln Electric tradition 421
International expansion 425
Lincoln Electric in Asia 428
Acknowledgments 435
Notes 436
Indexes 485
Illustrations
Figures
1 Chapter map 2
1.1 International Human Resource Management 22
2.1 Basic elements of the strategic management process 37
2.2 Evolution of the multinational enterprise 52
2.3 Strategic IHRM: matching HRM to IB strategy 56
3.1 Simple headquarters subsidiary model 73
3.2 Bausch Lomb s international division structure c. 1984 73
3.3 Bausch Lomb s international geographic structure c. 1992 74
3.4 Black Decker s international structure 74
3.5 Single business geographic structure 75
3.6 3M s multi business international product line plus regional structure
c. 1992 1993 77
3.7 MNE structure combining traditional business functions with
geographic/country focus 78
3.8 Nestle s international structure 78
3.9 ABB Asea Brown Boveri s matrix structure 79
5.1 The three layers of culture 118
5.2 Development of cross cultural competence 119
9.1 Successful expatriate experience 237
11.1 International compensation: balance sheet approach 312
Tables
4.1 The numbers don t lie: ten of the biggest mergers of all time and
their effect on shareholder wealth 91
5.1 International cross cultural country profiles 125
6.1 Global termination practices 151
6.2 Enforceability of non compete covenants around the world 154
6.3 Comparative international labor laws 156
8.1 Female participation rates in selected countries 204
8.2 Share of population aged over sixty 205
xii • Illustrations
9.1 The twenty first century expatriate manager profile 238
10.1 The match of training techniques to country culture 271
10.2 Preparing and training the international assignee 278
10.3 The skills of the transnationally competent manager versus those
of the traditional international manager 293
11.1 US State Department indexes for cost of living and housing
allowances for selected cities 316
11.2 Compensation for expat relocation from New Jersey to Paris 319
11.3 National income tax rates 323
11.4 Hourly compensation costs for production workers in manufacturing 336
11.5 Average pay for chief executives in firms with annual sales of more
than US billion 337
11.6 Vacations, holidays, and working hours around the world 339
11.7 Statutory maternity leave in EU and selected other countries 349
12.1 Raters of international assignee performance 364
Boxes
5.1 Cultural attitudes and values relevant to MNEs and IHRM 126
5.2 Management practices impacted by cultural values 128
6.1 General statement of equivalent employment standards stated by
various international organizations 139
6.2 The United Nations global compact 141
6.3 Fundamental social rights of EU workers 144
6.4 EU privacy rights 159
6.5 US immigrant and non immigrant visas 172
7.1 SA 8000 requirements 193
8.1 International employee types linked with traditional categories 224
9.1 Definition of expatriate failure 243
9.2 Reasons for expatriate failure 244
10.1 Preparation and training for international assignees 277
10.2 Tips on how to globalize management 284
10.3 Competencies of the global executive 295
10.4 The development of organizational cross cultural savvy 298
10.5 Global trends in training and development 303
11.1 Salary differentials for foreign assignments 313
12.1 Criteria for appraisal of international assignees and foreign managers 362
14.1 Examples of IHR support services provided by external vendors 410
IHRM in Action
1.1 Harry Ramsden s goes international 14
1.2 Internationalization of a local manufacturer 25
2.1 Ford Motor Company goes international 42
Illustrations • xlli
2.2 The shift to being a global company 44
2.3 Cap Gemini Sogeti: a transnational organization 46
3.1 The effective global firm of the future 68
4.1 The acquisition strategy of Germany s Siemens 89
4.2 Continual two way communication in BCE s acquisition of
Teleglobe International 96
4.3 Acquisition integration: GE lessons learned 102
4.4 Links between Bombay and Manhattan firms open doors for two
architects 109
5.1 Intercultural understanding 115
5.2 McDonald s 130
6.1 Works councils and inform and consult at the merged Hewlett
Packard/Compaq in Europe 148
6.2 Non compete agreements and Value Partners v. Bain International 153
6.3 Ford Motor Company s global industrial relations 163
7.1 Child labor at Levi Strauss 185
7.2 Excerpts from Reebok International s human rights production standards 187
7.3 Excerpts from the Caux Round Table principles for business 190
8.1 The Broadmoor Hotel finds a new way to fill jobs 206
8.2 In the Netherlands, labor shortages are dealt with by hiring the retired 207
8.3 A world marketplace for jobs 208
8.4 Location, location, location 209
9.1 John Deere s competitive advantage 233
9.2 Language skills improve global business 246
9.3 Repatriation at Monsanto 253
9.4 Firms woo executives from third countries 256
10.1 International training at Johnson Wax, IBM, 3M, McGraw Hill,
and Merck 265
10.2 Training managers in Malawi 273
10.3 The global CEO 286
10.4 Colgate takes its management development global 301
11.1 Compensation problems with a global workforce 309
11.2 Tax savings to help the global bottom line 327
11.3 How Physical Acoustics manages its international taxes 329
11.4 Global compensation programs do work 335
11.5 International pensions at Johnson Johnson 341
11.6 Canon uses incentive compensation a Japanese exception 343
11.7 US employee equity plans run into foreign snags 344
12.1 Evaluation of local national by Richard Evans, expatriate managing
director 358
12.2 Nokia tackles expatriate performance management 371
13.1 AIDS threatens global organizations 379
13.2 Truth and consequences: expatriate health abroad 384
13.3 International emergency medical assistance 385
14.1 IHR applies Oracle s technology to itself 406
|
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| author | Briscoe, Dennis R. 1945- Schuler, Randall S. 1945- |
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| edition | 2. ed. |
| format | Book |
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| genre | 1\p (DE-588)4123623-3 Lehrbuch gnd-content |
| genre_facet | Lehrbuch |
| geographic | USA USA (DE-588)4078704-7 gnd |
| geographic_facet | USA |
| id | DE-604.BV019343414 |
| illustrated | Illustrated |
| indexdate | 2024-12-20T11:58:30Z |
| institution | BVB |
| isbn | 0415338352 0415338344 |
| language | English |
| lccn | 2003026520 |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-012807837 |
| oclc_num | 53848378 |
| open_access_boolean | |
| owner | DE-1047 DE-N2 DE-703 DE-706 DE-526 DE-2070s DE-M347 |
| owner_facet | DE-1047 DE-N2 DE-703 DE-706 DE-526 DE-2070s DE-M347 |
| physical | XVII, 494 S. graph. Darst. |
| publishDate | 2004 |
| publishDateSearch | 2004 |
| publishDateSort | 2004 |
| publisher | Routledge |
| record_format | marc |
| series | Routledge global human resource management series |
| series2 | Routledge global human resource management series |
| spellingShingle | Briscoe, Dennis R. 1945- Schuler, Randall S. 1945- International human resource management policy and practice for the global enterprise Routledge global human resource management series Entreprises multinationales - Personnel - Direction Entreprises multinationales - États-Unis - Personnel - Direction Internationale ondernemingen gtt Personeelsmanagement gtt Multinationales Unternehmen International business enterprises Personnel management International business enterprises United States Personnel management Personalpolitik (DE-588)4045269-4 gnd Multinationales Unternehmen (DE-588)4075092-9 gnd Personalentwicklung (DE-588)4121465-1 gnd Humanvermögen (DE-588)4240300-5 gnd |
| subject_GND | (DE-588)4045269-4 (DE-588)4075092-9 (DE-588)4121465-1 (DE-588)4240300-5 (DE-588)4078704-7 (DE-588)4123623-3 |
| title | International human resource management policy and practice for the global enterprise |
| title_auth | International human resource management policy and practice for the global enterprise |
| title_exact_search | International human resource management policy and practice for the global enterprise |
| title_full | International human resource management policy and practice for the global enterprise Dennis R. Briscoe and Randall S. Schuler |
| title_fullStr | International human resource management policy and practice for the global enterprise Dennis R. Briscoe and Randall S. Schuler |
| title_full_unstemmed | International human resource management policy and practice for the global enterprise Dennis R. Briscoe and Randall S. Schuler |
| title_short | International human resource management |
| title_sort | international human resource management policy and practice for the global enterprise |
| title_sub | policy and practice for the global enterprise |
| topic | Entreprises multinationales - Personnel - Direction Entreprises multinationales - États-Unis - Personnel - Direction Internationale ondernemingen gtt Personeelsmanagement gtt Multinationales Unternehmen International business enterprises Personnel management International business enterprises United States Personnel management Personalpolitik (DE-588)4045269-4 gnd Multinationales Unternehmen (DE-588)4075092-9 gnd Personalentwicklung (DE-588)4121465-1 gnd Humanvermögen (DE-588)4240300-5 gnd |
| topic_facet | Entreprises multinationales - Personnel - Direction Entreprises multinationales - États-Unis - Personnel - Direction Internationale ondernemingen Personeelsmanagement Multinationales Unternehmen International business enterprises Personnel management International business enterprises United States Personnel management Personalpolitik Personalentwicklung Humanvermögen USA Lehrbuch |
| url | http://www.loc.gov/catdir/toc/ecip0412/2003026520.html http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=012807837&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=012807837&sequence=000004&line_number=0002&func_code=DB_RECORDS&service_type=MEDIA |
| volume_link | (DE-604)BV017715108 |
| work_keys_str_mv | AT briscoedennisr internationalhumanresourcemanagementpolicyandpracticefortheglobalenterprise AT schulerrandalls internationalhumanresourcemanagementpolicyandpracticefortheglobalenterprise |