A Handbook of Human Resource Management Practice
the need to manage the challenges of global efficiency and multinational flexibility – ‘the ability of an organization to manage ...
Perkins and Hendry (1999) argue that notwithstanding this fourfold model, interna- tional firms seem to be polarizing around two ...
However, Brewster considers that European firms at least are so locked into their respective national institutional settings tha ...
In cultures where people are emphasized, it is the quality of interpersonal relationships which is important. In cultures where ...
weights between countries and are carried out differently. If a convergent and therefore universalistic approach is adopted by a ...
much as the employment of the same individual at home. They are difficult to manage because of the problems associated with adap ...
Role specifications Role specifications should take note of the behaviours required for those who work internationally. Leblanc ...
Training Tarique and Calligiri (1995) propose that the following steps should be taken to design a training programme for expatr ...
factors. They refer to the choice that has to be made between seeking internal consistency by developing common reward policies ...
● housing and utilities; ● school fees; ● ‘rest and recuperation’ leave. Host-based pay The host-based pay approach provides exp ...
Human resource management processes Human resource management processes are those concerned with the development of HR strategie ...
Strategic HRM An important defining characteristic of human resource management is that it is strategic. This characteristic is ...
organization’s managers. As expressed in the Professional Standards of the CIPD, this means the capacity to create an achievable ...
conceived’. He has emphasized the concept of ’emergent strategies’, and a key aspect of this process is the production of someth ...
the use of planning; a coherent approach to the design and management of personnel systems based on an employment policy and ma ...
direction in an often turbulent environment. As Dyer and Holder (1998) remark, strategic HRM should provide ’unifying frameworks ...
and HR policies of an organization constitute an important non-imitable resource. This is achieved by ensuring that: ● the firm ...
High-performance management practices include rigorous recruitment and selection procedures, extensive and relevant learning and ...
● the development of career ladders and emphasis on trainability and commitment as highly valued characteristics of employees at ...
IMPLEMENTING STRATEGIC HRM The implementation of strategic HRM is carried out within the framework of the approaches described a ...
«
2
3
4
5
6
7
8
9
10
11
»
Free download pdf