International HRM : Contemporary Issues in Europe

Book Cover......Page 1
Half-Title......Page 2
Title......Page 4
Contents......Page 6
Figures......Page 8
Tables......Page 9
Contributors......Page 11
International human resource management......Page 13
The nature of IHRM......Page 14
The nature of expatriation......Page 18
Part I Relation between international business strategy and SIHRM......Page 23
International HRM in medium-sized MNEs: evidence from Ireland......Page 24
subsidiaries: the results of an innovative research method......Page 25
Localization as an ethical response to internationalization......Page 26
strategy......Page 27
Strategic staffing in multinational companies: a resource-based approach......Page 28
Irish expatriates in Moscow: exploratory evidence on aspects of adjustment......Page 29
in their career lines......Page 30
Part IV New research perspectives on IHRM......Page 31
The contribution of this book......Page 33
References......Page 34
Part I Relation between international business strategy and SIHRM......Page 42
2 The added value of the HR department......Page 44
Shared responsibility for each role......Page 47
Added value of HRM......Page 51
Involvement of HRM in strategic decision-making......Page 52
Excesses......Page 56
3 International HRM in medium-sized MNEs......Page 61
Internationalization strategies of Irish companies......Page 63
International staffing policies and practice......Page 67
The performance of expatriate managers......Page 69
Recruitment and selection......Page 70
International management development......Page 71
Part II Balancing differentiation with integration......Page 79
4 MNE staffing policies for the managing director position in foreign subsidiaries......Page 81
Sample......Page 84
Description......Page 85
Further exploration......Page 88
The facts......Page 90
Expatriate failure......Page 91
Lack of qualified local personnel......Page 92
Expatriates as control mechanism......Page 93
Country of origin of headquarters......Page 94
Structural characteristics......Page 95
5 Localization as an ethical response to internationalization......Page 102
Attitude and respect......Page 109
Pay and perks......Page 110
6 International rewards systems......Page 114
Transitions in continental Europe......Page 119
Japanese transitions......Page 120
Transitions in the USA......Page 121
Transfer of social costs......Page 122
Changing psychological contract......Page 123
Complex productivity equations......Page 125
Maturing labour markets......Page 126
7 Global or multi-local? the significance of international values in reward strategy......Page 132
International values and reward policy......Page 133
Cultural dualities and their reward implications......Page 134
Problems with cultural research......Page 138
National and industry effects......Page 140
Corporate effects......Page 141
The research study......Page 143
Revelatory storytelling: the narrative method......Page 144
Individual company stories: the parent perception of the ‘hot’ topic......Page 145
8 Performance appraisal of host country employees......Page 155
Standardized versus localized HRM practices......Page 156
Performance appraisal in China......Page 157
Chinese culture and performance appraisal......Page 158
Standardization versus localization of performance appraisal......Page 161
Nature and number of objectives......Page 162
Agreed objectives......Page 163
Performance review......Page 164
Training and development plans......Page 165
Cultural influences on the performance management system......Page 166
Summary and conclusions......Page 167
Part III Contemporary issues in expatriation......Page 173
9 Strategic staffing in multinational companies......Page 175
Autonomous unit......Page 177
Knowledge......Page 178
Internal vs. external recruitment......Page 185
Team vs. individual assignments......Page 186
Technical qualifications vs. other selection criteria......Page 187
Extrinsic vs. intrinsic rewards......Page 188
10 International assignments across European borders......Page 195
Adjusting to the general non-work environment......Page 201
Adjusting to the workplace......Page 203
11 Irish expatriates in Moscow......Page 215
Job variables......Page 218
Organizational variables......Page 220
Non-work characteristics......Page 221
Previous overseas experience......Page 223
Role ambiguity......Page 224
Role discretion......Page 225
Role overload......Page 226
Organizational cultural novelty......Page 227
Culture novelty......Page 228
Training......Page 229
Quality of working environment......Page 230
12 An integrative framework for pre-departure preparation......Page 236
Overlaps......Page 239
Shadowing......Page 240
13 Repatriation and career systems......Page 253
Study 1 A survey of Finnish International Development repatriates......Page 254
Study 2 A study of career culture in two Finnish firms......Page 255
Study 1......Page 256
Study 2 Engineer dominance in expatriate and managerial labour markets......Page 260
Summary of the results from Study 2......Page 264
14 Women in international management......Page 270
Women are not interested......Page 271
Foreigners’ prejudice......Page 272
Dual-career couples......Page 273
Degree of clarity, consistency and link with formal criteria......Page 280
SDI results......Page 283
Part IV New research perspectives on IHRM......Page 289
Researcher’s culture as anchor point?......Page 291
Language of the interviewers, interviewees and the transcript......Page 292
Presentation and feedback......Page 293
Contextuality instead of a priori conceptualization......Page 294
Communicativity and experts......Page 295
Presentation and feedback on work in progress......Page 296
Warm-up period......Page 297
Observation......Page 299
Findings......Page 301
Index......Page 305