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| List of Figures | |
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| List of Tables | |
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| Setting the Scene | |
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| Introduction: Why Study International HRM? | |
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| Learning outcomes | |
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| Introduction | |
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| Multinational companies in our time | |
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| MNCs and people management | |
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| International HRM | |
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| Plan of the book | |
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| Chapter summary | |
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| Revision questions | |
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| Case study: NCR in Scotland | |
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| HRM in NCR | |
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| HRM and company performance | |
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| Case study questions | |
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| Recommended further reading | |
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| References | |
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| Internationalisation of HRM: Socio-Cultural Contexts | |
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| Learning outcomes | |
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| Introduction | |
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| National culture and HRM | |
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| HRM and its broad context | |
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| National culture | |
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| Concept of HRM and national culture | |
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| National culture and broad employee management issues | |
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| Attitude to power and authority and its implication for employee management | |
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| Tolerance for ambiguity and attitude to risk and their implications for employee management | |
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| Interpersonal trust and its implications for employee management | |
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| Individualism and collectivism and their implications for employee management | |
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| Preference for certain leadership behaviours and its implications for employee management | |
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| National culture and specific HRM issues | |
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| Selection and recruitment | |
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| Training | |
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| Job expectations and motivation policies | |
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| Performance appraisal, reward and promotion policies | |
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| Business imperatives and other non-cultural influences on HRM | |
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| Influence of non-cultural factors at individual level | |
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| Influence of non-cultural factors at organisational level | |
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| Chapter summary | |
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| Revision questions | |
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| Case study: Oki UK Ltd | |
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| Management practices | |
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| Some HRM functions | |
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| Case study questions | |
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| Recommended further reading | |
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| References | |
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| Internationalisation of HRM: Institutional Contexts | |
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| Learning outcomes | |
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| Introduction | |
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| National and international institutions | |
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| National institutions | |
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| International institutions | |
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| National institutions and HRM | |
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| Political economic system and HRM | |
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| Government and HRM | |
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| Economy and HRM | |
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| Trade unions and HRM | |
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| Employers' associations and HRM | |
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| Legal system, industrial relations laws and HRM | |
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| Social hierarchy and class systems and HRM | |
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| International institutions | |
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| International Labour Organisations (ILO) and HRM | |
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| European Union and HRM | |
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| Chapter summary | |
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| Revision questions | |
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| Case study: Elementis and Michelin | |
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| Health and safety in Elementis | |
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| Industrial relations in Michelin | |
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| Case study questions | |
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| Recommended further reading | |
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| References | |
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| National Context of HRM: The Case of Seven Major Economies | |
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| Learning outcomes | |
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| Introduction | |
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| Major economies and their HRM practices | |
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| HRM in Japan | |
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| HRM in the United States | |
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| HRM in the United Kingdom | |
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| HRM in Turkey | |
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| HRM in the Arab Middle East | |
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| HRM in India | |
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| HRM in China | |
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| Implications of national diversity for multinational companies | |
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| Chapter summary | |
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| Revision questions | |
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| Case study: Litton imports cell manufacturing from Sweden | |
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| Cell manufacturing in Litton | |
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| Case study questions | |
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| Recommended further reading | |
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| References | |
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| HRM in Multinational Companies | |
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| Going International: Managing HR Across the World | |
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| Learning outcomes | |
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| Introduction | |
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| Going international | |
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| Parent-subsidiary relationship | |
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| Parent company perspective | |
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| Subsidiary perspective | |
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| Chapter summary | |
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| Revision questions | |
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| Case study: Seiko Instruments | |
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| HR strategy | |
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| Recruitment | |
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| Overseas training | |
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| Training differences between Japan and Scotland | |
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| Team working | |
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| Consensual decision making | |
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| Pay and benefits | |
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| Industrial relations | |
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| Case study questions | |
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| Recommended further reading | |
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| References | |
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| Differentiate or Integrate? That's the Question | |
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| Learning outcomes | |
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| Introduction | |
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| Differentiation and integration | |
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| The relevance of integration and differentiation dilemma | |
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| Stage and form of internationalisation | |
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| Industry and markets served | |
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| Characteristics of employees | |
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| Mechanisms to achieve integration in highly differentiated and global companies | |
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| Financial mechanisms | |
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| Organisational mechanisms | |
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| Cultural mechanisms | |
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| HRM mechanisms | |
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| Non-traditional mechanisms to achieve integration | |
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| Chapter summary | |
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| Revision questions | |
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| Case study: News International plc | |
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| Relations with the head office | |
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| HRM policies and practices | |
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| Selection and recruitment | |
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| Induction training | |
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| Training and development | |
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| Pay and benefits | |
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| Career development | |
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| Industrial relations | |
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| Staff handbook | |
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| Organisational culture | |
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| Case study questions | |
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| Recommended further reading | |
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| References | |
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| Knowledge Transfer within a Multinational Company | |
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| Learning outcomes | |
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| Introduction | |
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| Organisational knowledge and its significance | |
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| Sources of organisational knowledge | |
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| Internal knowledge | |
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| External knowledge | |
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| Tacit and explicit knowledge | |
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| HRM and organisational knowledge | |
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| Transfer of knowledge between and within organisations | |
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| Transfer of knowledge within MNCs | |
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| The nature of knowledge to be transferred | |
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| Absorptive capacity of the recipients of knowledge and motivational factors | |
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| Transferability of knowledge across national borders | |
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| Developing countries and foreign knowledge and practices | |
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| Ex-communist countries and foreign knowledge and practices | |
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| Transfer of managerial know-how and HRM across national borders | |
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| Vehicles of transfer | |
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| Transferability of HRM policies and practices | |
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| Transfer strategies | |
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| Chapter summary | |
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| Revision questions | |
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| Case study: Transfer of knowledge in OKi-training and development | |
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| Training strategies and policies | |
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| Training new recruits | |
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| Training programmes | |
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| Training for job flexibility | |
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| Company knowledge base | |
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| Case study questions | |
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| Recommended further reading | |
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| References | |
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| HRM in International Joint Ventures | |
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| Learning outcomes | |
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| Introduction | |
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| Going international in partnership with others | |
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| International joint ventures and the rationale behind their formation | |
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| Performance record of joint ventures | |
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| Joint ventures and national culture | |
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| Home-country | |
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| Host-country | |
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| Effects of national culture on international joint venture operation | |
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| National culture and misunderstandings in IJVs | |
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| National stereotypes and problems in IJVs | |
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| Perception of cultural and psychic distance between nations | |
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| Organisational culture and IJVs | |
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| Company language in IJVs | |
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| Human resource management in joint ventures | |
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| Dealing with difficulties associated with HRM in international joint ventures | |
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| How might international joint ventures tackle the culture 'problem'? | |
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| Chapter summary | |
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| Revision questions | |
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| Case study: Knowledge transfer in Intentia International | |
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| International expansion policies | |
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| Creation of knowledge within Intentia | |
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| Management of knowledge transfer within Intentia | |
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| Managing different cultures | |
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| Innovation as a result of knowledge transfer | |
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| Case study questions | |
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| Recommended further reading | |
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| References | |
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| Foreign Assignment | |
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| Learning outcomes | |
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| Introduction | |
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| Rationale for foreign assignment | |
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| Resource-based theory of foreign assignment | |
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| Ethnocentric versus polycentric views of expatriation | |
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| What price expatriation? | |
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| Foreign assignment from parent company perspective | |
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| Foreign assignment from subsidiary perspective | |
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| Preparation for foreign assignment | |
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| Selection | |
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| Training | |
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| Expatriates in host country | |
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| Loyalty and commitment | |
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| Envy and tension | |
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| Freelance expatriates | |
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| Attractions to employers of freelance expatriates | |
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| Motivation of freelance expatriates | |
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| Freelance expatriates' loyalty and commitment | |
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| Expatriates back home | |
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| Chapter summary | |
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| Revision questions | |
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| Case study: Tubular Industries Scotland Ltd | |
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| The management of TISL | |
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| Expatriation policies | |
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| Case study questions | |
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| Recommended further reading | |
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| References | |
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| HRM and Globalisation | |
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| HRM in the Global Village: Cultural Impediments and Practical Complications | |
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| Learning outcomes | |
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| Introduction | |
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| HRM in the global village | |
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| Internationalisation of HRM | |
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| Contextual factors | |
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| Internal organisational factors | |
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| International HRM-MNCs' Perspective | |
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| HRM as practised in a global company | |
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| Revision questions | |
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| Case study: Organon Laboratories Ltd, Scotland | |
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| Global HR strategy | |
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| General approach to HR policies and practices | |
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| Specific HR functions | |
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| Selection and recruitment | |
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| Training and development | |
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| Performance appraisal | |
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| Pay and benefits | |
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| Promotion and career development | |
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| Teamwork | |
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| Industrial relations | |
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| Expatriation | |
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| Case study questions | |
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| Recommended further reading | |
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| References | |
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| Index | |