Description
CAMBRIDGE International Human Resource Management 2014 Edition by Mustafa F. OEzbilgin, Dimitria Groutsis, William S. Harvey
International Human Resource Management offers a contemporary and multilayered introduction to international and comparative human resource management for university study. It critically analyses the core issues and emerging trends in the field, with a consistent emphasis on real-world scenarios and concerns. At the macro level, the book examines how IHRM fits within and adapts to the ever-changing environment of international relations and global development. At the firm level, it elucidates the strategic goals served by IHRM and the processes used to achieve them. At the individual level, the analysis extends beyond the traditional focus on expatriates to encompass the various IHRM actors and their motivations. Each chapter features a case study, tutorial activities and discussion questions. The book concludes with three extended case studies, each based on a specific region, to help students consolidate their understanding. Table of contents :- Introduction: a multilevel approach to international human resource management Mustafa F. OEzbilgin, Dimitria Groutsis and William S. Harvey; 1. Global trends in international human resource management Yasin Rofcanin, Pinar Imer and Matthew Zingoni; 2. Cross-cultural management and managing cultural diversity Dimitria Groutsis, Eddy Ng and Mustafa Bilgehan Ozturk; 3. Key players in international human resource management Graham Hollinshead, Cynthia Forson, Natalia Rocha-Lawton and Moira Calveley; 4. Recruitment and selection in the international context Kristina Potocnik, Felisa Latorre, Beliz Dereli and Blanka Tacer; 5. Cross-cultural training and development for overseas assignments Aykut Berber, Yasin Rofcanin and Yitzhak Fried; 6. International reward Glenville Jenkins; 7. Employee retention Maria Balta; 8. International labour relations (ILR) Mustafa F. OEzbilgin; 9. Reputation in the context of IHRM William S. Harvey; 10. Expatriation and repatriation: case study in the Asia-Pacific Valerie Caven, Susan Kirk and Cindy Wang-Cowham; 11. Balancing inflows and outflows: case study in Europe Joana Vassilopoulou, Barbara Samaluk and Cathrine Seierstad; 12. Understanding self-initiation and lessons for international HR managers: case study insights from North America and Africa Ahu Tatli, Daphne Berry, Gulce Ipek and Kurt April; 13. Conclusion Mustafa F. OEzbilgin, Dimitria Groutsis and William S. Harvey.