首頁 »
2007/07/14

Strategic International Human Resource Management

Linking: Strategic International Human Resource Management: Choices and Consequences in Multinational People
Authors: Stephen J. Perkins and Susan M. Shortland
Paperback: 258 pages
Publisher: Kogan Page; 2nd ed. edition (August 1, 2006)
ISBN-10: 074944357X
Book Review:

Managers, executives or human resource practitioners who are part of their organization's international efforts-whether they're in a home country preparing to send employees abroad or responsible for international employees in a host country--are the audience for this second-edition textbook on managing people in today's global work environment.

Authors Stephen J. Perkins and Susan M. Shortland frame their work in terms of "choices and consequences," examining the relationships between the strategic choices organizations make as they work internationally.

Initial chapters look at broad international HR management (HRM) theory, discussing globalization and its historic development, including its effect on organizing employment.

Most of Strategic International Human Resource Management deals with practical applications of strategic international HRM, and includes case studies, tables and lists with tips and questions for readers to use in their own contexts. To help readers navigate through the book, Perkins and Shortland outline their aims for each chapter at its start and provide questions readers can use to review chapter material or to start brainstorming.

The authors cover choices and consequences for five major areas:

• The impact of different cultures and international mobility on employees, including managing the stresses and concerns of people on international assignments. Perkins and Shortland offer 10 specific ideas for managing performance internationally and also guide readers on debriefing repatriated employees.

• Selecting people (including executives) for international assignments, determining the competencies they need, and adjusting them to local cultures as well as repatriating them on their return home. Readers learn about multinational career paths and international competencies that emphasize "cross-cultural sensitivity" and flexible thinking. Readers also get a sample selection process for internationally mobile jobs.

• Training and development in the global environment. The book looks at five kinds of training for people who will live and work abroad: initial briefings, pre-assignment visits, language training, cross-cultural awareness training and "culture shock" awareness training that readies employees and their families for the surprises they'll experience.

• Compensation for employees who are assigned to go abroad or are hired abroad. This chapter includes help in defining "multinational" employees for compensation purposes and reviews different types of multinational business structures and the rewards typical of each. Readers learn principles for developing and documenting international assignment policies.

• Issues of employment relations, such as how managerial roles and regulations differ by country and how HR fits in. The authors also lay out how different types of employment systems work in different states (for instance, the market- and individual-driven system of the United States, or the "corporatist" state in Korea and Singapore where state intervention drives fast economic growth).


~Cited from Leigh Rivenbark, HRMagazine, Jan2007, Vol. 52 Issue 1, p128-129.



Handbook of Research in International HRM←上一篇 │首頁│ 下一篇→Managing a Global Workforce
本文引用網址: