International Human Resource Management

• Provides comprehensive coverage of the key issues facing multinational corporations in their management of human resources across diverse national boundaries
• Examines whether companies can have a uniform set of best human resource management principles across a spectrum of nations, irrespective of cultural and institutional individualities
• The theories and practices of international HRM are set in context with reference to news stories and references to the author's own research
• Includes studies of HRM practices in the US, UK, Japan, Turkey, the Arab Middle East, India, and China
• Student-focused with learning objectives, chapter summaries, reading lists and activities
• End-of-chapter case studies, based on the author's primary research, demonstrate real-life strategic and operative issues

Readership: Upper level undergraduate, masters and MBA students taking an International HRM module.

Monir Tayeb, School of Management and Languages, Heriot-Watt University

Part I: Setting the Scene
1: Introduction: Why Study International HRM?
2: Internationalisation of HRM: Socio-Cultural Contexts
3: Internationalisation of HRM: Institutional Contexts
4: National context of HRM : The Case of Seven Major Economies
Part II: HRM in Multinational companies
5: Going international : Managing HR Across the World
6: Differentiate or Integrate? That's the Question
7: Knowledge Transfer Within a Multinational Company
8: HRM in International Joint Ventures
9: Foreign Assignment
Part III: HRM and Globalisation
10: Taking Stock and Conclusions