Provides comprehensive coverage of the key issues facing multinational corporations in
their management of human resources across diverse national boundaries
Examines whether companies can have a uniform set of best human resource management
principles across a spectrum of nations, irrespective of cultural and institutional
individualities
The theories and practices of international HRM are set in context with reference to news
stories and references to the author's own research
Includes studies of HRM practices in the US, UK, Japan, Turkey, the Arab Middle East,
India, and China
Student-focused with learning objectives, chapter summaries, reading lists and activities
End-of-chapter case studies, based on the author's primary research, demonstrate real-life
strategic and operative issues
Readership: Upper level undergraduate, masters and MBA students taking an International
HRM module.
Table of Contents
Part I: Setting the Scene
1. Introduction: Why Study International HRM?
2. Internationalisation of HRM: Socio-Cultural Contexts
3. Internationalisation of HRM: Institutional Contexts
4. National context of HRM : The Case of Seven Major Economies
Part II: HRM in Multinational companies
5. Going international : Managing HR Across the World
6. Differentiate or Integrate? That's the Question
7. Knowledge Transfer Within a Multinational Company
8. HRM in International Joint Ventures
9. Foreign Assignment
Part III: HRM and Globalisation
10. Taking Stock and Conclusions
Hardcover
240 pages
