3rd Edition
The Global Human Resource Management Casebook
The third edition of The Global Human Resource Management Casebook provides a wide range of international teaching cases exploring contemporary human resource management (HRM) challenges. Each case focuses primarily on one country and illustrates a critical HRM issue confronting managers and HRM practitioners. This real-world application provides students of HRM with a unique opportunity to examine how key HRM theories and ideas translate into practice.
The case studies emphasize the national and cultural contexts of HRM, providing readers with a global understanding of HRM practices like recruitment, reward systems, diversity, and inclusion, as well as recent developments including the impact of the COVID-19 pandemic, remote working, sustainability, and digital transformation. In this edition, the editors and authors have made significant updates to reflect recent developments in the field and cover a broader range of countries. The authors also delve into new industries including consulting, energy, healthcare, IT, and education. With 31 international cases followed by further reading and learning resources, this extensive collection is an invaluable resource for any student seeking to explore contemporary HRM on a global basis.
List of Illustrations
Contributor Biographies
Foreword
Preface
Acknowledgments
Part I: Western Europe
1 Austria: Talent Development at McDonald’s Austria: A Compromise between Local Demands and Global Standards
WOLFGANG MAYRHOFER, KATHARINA PERNKOPF, AND ASTRID REICHEL
2 France: NEWMOTOR: An HR Policy to Develop New Skills at a French Company in the Aeronautics Industry
THIERRY COLIN, BENOÎT GRASSER, EWAN OIRY, AND FABIEN MEIER
3 Germany: Talent Development in Complex and Dynamic Environments: New Approaches in the Context of the German Business System
MARION FESTING
4 Switzerland: Flexible Work Aligned with Organizational Culture: Choice with Responsibility at Novartis
NIKOLETT NAGY, NICOLINE SCHEIDEGGER, AND JENNIFER L. SPARR
Part II: Scandinavia
5 Denmark: Toward a More Inclusive Approach to Developing Talent
LIZA CASTRO CHRISTIANSEN
6 Finland: Look Who’s Talking: Implementing Corporate Diversity and Inclusiveness Practices in Finland
ADAM SMALE
7 Iceland: The Integration of HRM Practices in a Global Company: Acquisitions at Marel, Iceland
INGI RUNAR EDVARDSSON AND IVO ROTHKRANTZ
Part III: Central and Eastern Europe
8 Hungary: An American Transnational MNC in Hungary: Past, Present, and Future of HRM Evolution
JÓZSEF POÓR, KATALIN SZABÓ, KATALIN BALOG, ZSOLT BARNA, AND TAMÁS HÁMORI
9 Lithuania: Devbridge Lithuania: The War for IT Talents
ILONA BUČIŪNIENĖ, LILIJA VILKANCIENĖ, AND RAIMONDA ALONDERIENĖ
10 Poland: Informal Employee Motivation, Rewards, and Flexible Management in a Dynamic SME Environment in Poland
PETER ODRAKIEWICZ, RADOSŁAW SKROBACKI, AND MICHAEL GAYLORD
11 Romania: Dealing with Employee Turnover at Fomco Group, a Successful Family Business from Romania
KINGA KEREKES
12 Russia: Okskaya Shipyard: Employee Retention
ANNA DI NARDO
13 Slovakia: International Human Resource Management within the European Textile Industry
ZSUZSANNA SZEINER AND IMRE ANTALÍK
Part IV: Mediterranean, Middle East, and Africa
14 Botswana: Diversity Management in an Institution of Higher Education in Botswana
DOROTHY MPABANGA
15 Cyprus: People Management in Academia: Anna-Maria Harilaou’s HRM Concerns
ELENI STAVROU AND NICOLETA NICOLAOU PISSARIDES
16 Greece: What Can HRM Do for Me? HRM as a Business Development Function in a Technology SME
MARIA VAKOLA
17 Israel: Redesigning the Production Floor and Reward System in a Food Production Company: HRM Considerations
MICHAL BIRON AND HILLA PERETZ
18 Italy: Human Resource Management in Italian Family-Owned SMEs: Sustaining the Competitive Advantage through B Corp Transformation
SILVIA BAGDADLI AND MARTINA GIANECCHINI
19 Saudi Arabia: Implementing the Localization Law Effectively: The Case of HMG in Saudi Arabia
HADEEL M. ALKHALAF
20 UAE: Improving Internal Service: Leveraging HRM to Drive Organizational Change
SCOTT L. MARTIN
Part V: Asia and the Pacific Rim
21 Australia: The Casual Employment Crisis at Australian Universities: What are the HRM Responsibilities?
HELEN DE CIERI AND KARIN SANDERS
22 India: Gender Diversity and Inclusion: Strategies and Practices at ICICI Bank
RADHA R. SHARMA
23 Japan: The Quest of Pasona for Employees’ Work-Life Balance: Relocation of Headquarters from Tokyo to a Remote Island
AZUSA EBISUYA, TOMOKI SEKIGUCHI, AND GAYAN PRASAD HETTIARACHCHI
24 Singapore: On Cheong’s Human Resource Legacy
AUDREY CHIA
25 South Korea: Selecting and Developing Senior Leaders at Company A
HUH-JUNG HAHN, JOONGHAK LEE, AND SEWON KIM
26 Thailand: HRM Practices for Managing Age-diverse Employees in the Workplace: A Case Study of a Global Thai Company
CHATURONG NAPATHORN
Part VI: The Americas
27 Canada: La Vie en Rose: Globalization Challenges for Human Resources Management in a Canadian Lingerie Leader
SYLVIE GUERRERO, EWAN OIRY, AND ARIANE OLLIER-MALATERRE
28 Chile: Developing a New Organizational Culture at SꓘY Airline
ANDRÉS RAINERI
29 Colombia: Sustainable Human Resources Management: Balancing Profitability and Talent Well-Being in an Insurance Company
JAIME ANDRÉS BAYONA AND LUISA FERNANDA MAYA
30 Mexico: HRM Experiences from a Danish Firm in Mexico: “Changing” Mexican Culture
JACOBO RAMIREZ AND LAURA ZAPATA-CANTÚ
31 United States: What About Me? When Diversity, Equity, and Inclusion Efforts Result in Unintended Outcomes
SHELIA A. HYDE, MARLA L. WHITE, AND WENDY J. CASPER
Index
Biography
Liza Castro Christiansen is a Visiting Senior Fellow at Henley Business School, University of Reading, United Kingdom.
Michal Biron is an Associate Professor and Head of the MBA program at the School of Business Administration, University of Haifa, Israel.
Pawan Budhwar is Professor and Associate Deputy Vice Chancellor International, Aston Business School, Aston University, Birmingham, United Kingdom.
Brian Harney is a Professor at DCU Business School, Dublin City University, Ireland.
“Human Resource Management (HRM) has become a global agenda. While there are differences by country, there are similar principles that apply worldwide. This outstanding set of cases demonstrates how 31 countries deal with the array of human capability (talent, leadership, organization, and HRM) issues that exist around the world. The cases offer relevant, specific, and compelling insights that will be useful for business and HRM leaders who want to deliver stakeholder value through human capability.”
Dave Ulrich, Rensis Likert Professor, Ross School of Business, University of Michigan; Partner, the RBL Group
