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Strategic International Human Resource Management Choices and Consequences in Multinational People Management

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ISBN-10: 074944357X

ISBN-13: 9780749443573

Edition: 2nd 2006 (Revised)

Authors: Stephen J. Perkins, Susan M. Shortland

List price: $55.00
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..."the book is an extremely valuable contribution. It is insightful, well-researched and strong in concept and diagnostics. It is easy to recommend to anyone seriously considering the HR aspects of globalization" --Professor Richard W. Beatty, Rutgers University
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Book details

List price: $55.00
Edition: 2nd
Copyright year: 2006
Publisher: Kogan Page, Limited
Publication date: 8/28/2006
Binding: Paperback
Pages: 272
Size: 6.25" wide x 9.25" long x 1.00" tall
Weight: 1.034
Language: English

Stephen J Perkins is Course Leader, MA International HRM and Director, Comparative Organization Research Centre at London Metropolitan University.

Sue Shortland is senior lecturer in HRM, London Metropolitan University.

Theorizing Strategic International Human Resource Management
Introduction: SIHRM choices and consequences
Defining choice and consequence(s) in SIHRM
Choices in the context of competing international managerial streams
Conceptualizing strategic choice making and its consequences
Material influences on SIHRM choices
Summary reflections
Outline of subsequent chapters
Globalization and international HRM orientations
Theorizing globalization and its corporate consequences
Governance and SIHRM implications
Inexorable or 'bargained' globalization
Globalization and 'The Jones Corporation'
Devil in the detail?
Concluding remarks
Applying Strategic International Human Resource Management in Practice
Culture, welfare and international mobility
The influence of culture
Culture shock
Managing international assignment stress
Repatriation and reverse culture shock
International mobility and implications for the psychological contract
Concluding remarks
Choices and consequences in resourcing global business operations
The increasing pace of organizational resource internationalization
The process of organization and employee resource internationalization
Managing strategic international investments
International leadership resourcing: the international cadre
International executive recruitment
Identifying international executive capabilities
Specifying international competencies
Psychological research on international adaptation
The selection process for internationally mobile employment
Women and international assignments
Repatriation of internationally assigned employees
Expatriate employee localization
Concluding remarks
Training and development in the global environment
International training
International development
Strategic HRD: local training and development interventions
Concluding remarks
Choices and consequences in international employee compensation
Definitions: substance and process in reward management
Culture and beyond: national, industry and corporate contexts
Thinking through choices and consequences in international reward systems
Defining 'multinational' employees for reward management purposes
Strategic choices: organizational formations and leadership profiles - imperial governors, expatriate ghetto residents, global champions?
Reward strategies for internationally mobile executives
Intra-region mobility and diversity: 'third-country national' rewards
Managing the effort-reward bargain for non-headquarters-sourced employees
Evaluating normative commentary: theory and practice
Observable transnational practices
Designing rewards for the internationalizing business unit
Concluding remarks
Technical appendix
Guiding principles for expatriation: the 10-stage journey
Technical appendix
International assignee remuneration approaches
Technical appendix
International contracts and the global employment company
Choices and consequences in international employment relations
Regulating employment relations
Managerial strategies: global rules - multi-local processes?
Extra-managerial roles in regulating employment relations systems
The dependent state and diversity in employment relations consequences
Regulatory norms under pressure?
Giving voice to human resources and resourceful humans?
Experimentation: the (new) norm in employment relations practice?
Concluding remarks
Choices and consequences: SIHRM trends and priorities?
Global consensus on top HR issues
Change ma