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International Human Resource Management

Description:    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. This book is from the The International Library of Essays on
                Business and Management Series



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 dont 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 ODriscoll, Juan I. Sanchez, Oi Ling Siu, Phil Dewe, Peter Hart, Luo Lu,
                Lúcio Flávio 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, Günter 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.




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