Since the late 1970s scholars and practitioners of international management have paid increasing attention to the impact of globalisation on the management of human resources across national boundaries. This collection of important articles and essays provides a comprehensive review and critique of developments and future directions in International Human Resource Management. Focusing on three major developments or approaches - Cross-Cultural Management, Comparative HRM and Strategic HRM, the volume explores challenges and opportunities facing researchers, international managers and employees.
Table of Contents
Contents: Introduction; Part I Cross-Cultural Management: Expatriate Management: An extension of the U-curve hypothesis, John T. Gullahorn and Jeanne E. Gullahorn; Serving 2 masters: managing dual allegiance of expatriate employees, J. Stewart Black and Hal B. Gregersen; Selecting expatriates for personality characteristics: a moderating effect of personality on the relationship between host national contact and cross-cultural adjustment, Paula M. Caliguiri; Think international manger, think male: why are women not selected for international management assignments?, Hilary Harris; Expatriates and the impact of cross-cultural training, Nick Forster; An exploratory assessment of the purpose of performance appraisals in North and Central America and the Pacific Rim, John Milliman, Stephen Nason, Cherrie Zhu and Helen De Cieri; Rethinking international compensation, George T. Milkovich and Matt Bloom; Identifying international assignees at risk for premature departure: the interactive effect of outcome favourability and procedural fairness, Ron Garonzik, Joel Brockner and Phyllis A. Siegel; The persistent myth of high expatriate failure rates, Anne-Wil K. Harzing. Managing Cross-Culturally: Cross-cultural management research: the ostrich and the trend, Nancy J. Adler; Adapting and adjusting to other cultures: what we know but don't always tell, Allan Bird, Joyce S. Osland, Mark Mendenhall and Susan C. Schneider; Cross-cultural preparation of Australian expatriates in organisations in China: the need for greater attention to training, Kate Hutchings. Part II Comparative HRM: The cultural diversity of western conceptions of management, André Laurent; Convergence or divergence: human resource practices and policies for competitive advantage worldwide, Paul Sparrow, Randall S. Schuler and Susan E. Jackson; A cross-national comparative study of work-family stressors, working hours and well-being: China and Latin America versus the Anglo world, Paul E. Spector, Cary L. Cooper, Steven Poelmans, Tammy D. Allen, Michael O'Driscoll, Juan I. Sanchez, Oi Ling Siu, Phil Dewe, Peter Hart, Luo Lu, LÃºcio FlÃ¡vio Renault de Moraes, Gabrielle M. Ostrognay, Kate Sparks, Paul Wong and Shanfa Yu. Part III Internationalising HRM: Strategic Focus: The relationship between the global strategic planning process and the human resource management function, Edwin L. Miller, Schon Beechler, Bhal Bhatt and Raghu Nath; An integrative framework of strategic international human resource management, Randall S. Schuler, Peter J. Dowling and Helen De Cieri; Conceptualizing the global competency cube: a transitional model of human resources, Allen D. Engle Sr, Mark E. Mendenhall, Richard L. Powers and Yvonne Stedham. Diversity Management: Strategic human resource management: employee involvement, diversity, and international issues, Gary C. McMahan, Myrtle P. Bell and Meghna Virick; Strategies for managing human resource diversity: from resistance to learning, Parshotam Dass and Barbara Parker. Global Teams: Use transnational teams to globalize your company, Charles C. Snow, Scott A. Snell, Sue Canney Davidson and Donald C. Hambrick; Are virtual international assignments feasible?, Denice E. Welch, Verner Worm and Marilyn Fenwick. Global Integration: Converting global presence into global competitive advantage, Anil K. Gupta and Vijay Govindarajan; HR issues and activities in mergers and acquisitions, Randall Schuler and Susan Jackson; HRD in multinationals: the global/local mix, Olga Tregaskis, Noreen Heraty and Michael Morley; Toward the boundaryless career: a closer look at the expatriate career concept and the perceived implications of an international assignment, GÃ¼nter K. Stahl, Edwin L. Miller and Rosalie L. Tung; Creating and sustaining ethical capability in the multi-national corporation, Paul F. Buller and Glenn M. McEvoy; Think global act local: from naive comparison to critical participation in the teaching of strategic international human resource management, Helen De Cieri, Julie Wolfman Cox and Marilyn S. Fenwick; Index.
Katherine Hutchings and Helen De Cieri are both Associate Professors in the Department of Management, Monash University, Australia.