Managing the Global Workforce.
Paula. Caligiuri
Bok Engelsk 2010 · Electronic books.
| Omfang | 1 online resource (232 pages)
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| Utgave | 1st ed.
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| Opplysninger | Intro -- Managing the Global Workforce -- Contents -- About the Authors -- Chapter 1 Introduction to International Dimensions of Human Resource Management -- 1.1 The Global Economy and Multinational Companies -- 1.2 Managing Human Talent for Global Competitive Advantage -- 1.3 This Book -- Notes -- Chapter 2 Global Business Strategy: The Foundation for Managing the Global Workforce -- 2.1 Lincoln Electric: An Illustrative Example -- 2.2 Principles of Human Resource Management in Multinational Firms -- 2.2.1 Principles for Strategic Human Resources -- 2.2.2 Principles for Global Human Resource Management -- 2.3 Strategic Global Human Resource Management -- 2.3.1 Decide Which HR Practices to Adapt and Which to Standardize -- 2.3.2 Increase Cooperation and Learning among Subsidiaries -- 2.4 Returning to Lincoln Electric -- 2.5 Chapter Conclusions -- Notes -- Chapter 3 Comparative HR Systems: The Context for Managing the Global Workforce -- 3.1 Lincoln Electric Revisited: An Illustrative Example -- 3.2 Cross-Border Differences in Workforce Competence -- 3.2.1 Literacy -- 3.2.2 Educational Attainment -- 3.2.3 Government Investments -- 3.3 Cross-Border Differences in Labor Economics -- 3.3.1 Unemployment Rates -- 3.3.2 Labor Supply -- 3.3.3 Long-Term Demographic Trends -- 3.4 Cross-Border Differences in Employment Regulations -- 3.4.1 Terms of Employment -- 3.4.2 Benefits -- 3.4.3 Regional Guidelines -- 3.5 Cross-Border Differences in Employee Representation -- 3.5.1 Unions -- 3.5.2 Representation and Works Councils -- 3.6 Other Cross-Border Differences Affecting the Management of People -- 3.6.1 Hours Worked -- 3.6.2 Competitive Wage Rates -- 3.7 Chapter Conclusions -- Notes -- Chapter 4 Cross-cultural Differences: The Cultural Lens for Managing the Global Workforce -- 4.1 Sir Howard Stringer at Sony -- 4.2 What Is Culture?.. - 4.3 A Framework for Cultural Differences -- 4.3.1 Gaining Credibility -- 4.3.2 Communicating Effectively -- 4.3.3 Working Together Successfully -- 4.3.4 Cautions for Understanding Cultural Differences -- 4.4 Understanding Cultural Agility -- 4.4.1 Culture Minimalism -- 4.4.2 Cultural Adaptation -- 4.4.3 Cultural Integration -- 4.5 Human Resource Practices and Cultural Differences -- 4.6 Chapter Conclusions -- Notes -- Chapter 5 Global Workforce Planning: The Global Mobility of People, Jobs, and Knowledge -- 5.1 Offshoring and Dell: An Illustrative Example -- 5.2 Global Workforce Planning -- 5.3 Global Mobility of People -- 5.4 Global Mobility of Jobs -- 5.4.1 Cost Savings -- 5.4.2 Access to Talent -- 5.4.3 Round the Clock Shifts -- 5.4.4 Follow the Sun -- 5.4.5 Offshoring Risks -- 5.5 Global Mobility of Knowledge -- 5.5.1 Transnational Teams -- 5.5.2 Virtual Teams -- 5.5.3 Network-Based Structures -- 5.6 Chapter Conclusions -- Notes -- Chapter 6 Managing Competencies: Recruitment, Selection, Training and Development of the Global Workforce -- 6.1 Managing Global Safety Behaviors at Shell -- 6.2 Managing Competencies in a Global Workforce -- 6.2.1 Strategic and Global Issues in Employee Attraction and Recruitment -- 6.2.2 Strategic and Global Issues in Selection -- 6.2.3 Strategic and Global Issues in Training and Development -- 6.3 Managing Global Leadership Development: Successfully Developing Global Leaders with Cultural Agility -- 6.3.1 Selecting Those with Cultural Agility -- 6.3.2 Training and Developing Cultural Agility -- 6.4 Managing Global Mobility: Successfully Managing the Competencies of International Assignees Who Work Cross-Nationally -- 6.4.1 Self-Assessment and Decision-Making -- 6.4.2 Selection and Assessment -- 6.4.3 Cross-Cultural Training -- 6.4.4 Work-Life Balance and Support Practices -- 6.4.5 Repatriation.. - 6.5 Chapter Conclusions -- Notes -- Chapter 7 Managing Attitudes and Behavior: Motivating and Rewarding the Global Workforce -- 7.1 Kentucky Fried Chicken Japan: An Illustrative Example -- 7.2 Managing Attitudes and Behavior in Subsidiaries -- 7.2.1 Motivating the Local Workforce -- 7.2.2 Motivating Country Managers -- 7.2.3 Encouraging Cooperation among Subsidiaries -- 7.3 Motivating International Assignees -- 7.3.1 Compensating International Assignees -- 7.3.2 Justifying the Costs of International Assignees -- 7.3.3 The Consequences of Expatriate Compensation on Host Nationals -- 7.3.4 Other Issues in Motivating International Assignees -- 7.4 Chapter Conclusions -- Notes -- Chapter 8 Conclusions -- 8.1 Framing the Challenges, Issues and Decisions for Managing the Global Workforce -- 8.2 The Foundational Global Issues for Managing the Global Workforce -- 8.3 The Human Resource Decisions for Managing the Global Workforce -- 8.4 The Human Resource Management Function Globally -- Conclusions -- Index.. - Human resource management (HRM) is the strategic and coherent approach to the management of an organization's employees. As the need for effective and top staff rises, Managing the Global Workforce provides the most up to date and topical information on accessing human resource management. Written by Paula Caligiuri, an author recognized as one of the most prolific authors in the field of international business for her work in global careers, this book covers the full range of strategic, comparative, and cross-cultural issues affecting the way a workforce is managed globally.
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| Emner | |
| Sjanger | |
| Dewey | |
| ISBN | 9781444319798
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