Managing People Globally

This wide-ranging review of human resources management (HRM) in Asia draws attention to issues which are substantially different from those which a Western-trained manager or student would expect. Intra-regional issues are examined and, in an unusual approach, topics are organised thematically, rather than by the more typical country-by-country approach.

• Considers the influences on HRM, including the political, economic and social contexts and expectations
• Discusses organisational behaviour impacts on HRM
• Review of HRM in Asia with topics and practices organised thematically and integrated, rather than by country

Auteur

Professor Chris Rowley has affiliations at IHCR, Korea University, Korea and IBAS, Griffith University, Australia as well as IAPS, Nottingham University, UK and Cass Business School, City University, London, UK and has been a Korea Foundation Research Fellow. He is Editor of the journals Asia Pacific Business Review and Journal of Chinese Human Resource Management and also Series Editor of the Working in Asia and Asian Studies book series. He has given a range of talks and lectures to universities and companies internationally, with research and consultancy experience with unions, business and government. He has published widely in the area of Human Resource Management and Asian business, with over 500 articles, books and chapters and practitioner pieces as well as being interviewed and quoted in a range of practitioner reports and magazines, radio and newspapers globally.

Contenu

Dedication

List of figures and tables

Acknowledgements

Abbreviations

About the authors

Chapter 1: Introduction: HRM context, development and scope

1.1 Introduction

1.2 Chapter features and the wider relevance of HRM

1.3 What is HRM?

1.4 Rhetoric and reality in HRM

1.5 Tensions in HRM

1.6 A strategic role?

1.7 The context of HRM

1.8 Scope

1.9 Conclusion

Chapter 2: Employee resourcing

2.1 Introduction

2.2 Overview

2.3 HRP

2.4 Activities in HRP

2.5 Methods and data in HRP

2.6 Impacts on HRP

2.7 HRP in practice

2.8 Recruitment and selection

2.9 Stages

2.10 Sources and methods of recruitment and selection

2.11 Selection

2.12 Methods

2.13 Recruitment and selection in practice

2.14 Conclusion

Chapter 3: Employee rewards

3.1 Introduction

3.2 Overview

3.3 Rewards and integration

3.4 Types of reward

3.5 Determinants

3.6 Performance-related rewards

3.7 PRP schemes

3.8 Difficulties with PRP

3.9 Rewards in practice

3.10 Conclusion

Chapter 4: Employee development

4.1 Introduction

4.2 Overview

4.3 Training

4.4 Management development

4.5 Factors shaping provision and effectiveness

4.6 Determining and locating training

4.7 Evaluation

4.8 Training in practice

4.9 International comparisons in training

4.10 Variety in training provision

4.11 Performance appraisal

4.12 Methods and techniques

4.12.4 Ranking

4.13 Potential problems with performance appraisal

4.14 International comparisons in performance appraisal

4.15 Conclusion

Chapter 5: Employee relations

5.1 Introduction

5.2 Overview

5.3 Employee relations

5.4 Concept of a 'system'

5.5 Strategic choice

5.6 Frames of reference

5.7 Individualism versus collectivism

5.8 Partnership

5.9 The future of employee relations

5.10 Employee involvement

5.11 Forms of employee involvement

5.12 Conclusion

Chapter 6: Conclusion

6.1 Introduction

6.2 Key points

6.3 Comparisons

6.4 The future of HRM

6.5 Conclusion

Contemporary developments

Managing people âEUR" as seen in art and culture

Case studies

Index