International Human Resource Management: A Multinational by Monir H. Tayeb

By Monir H. Tayeb

Книга foreign Human source administration: A Multinational Company... foreign Human source administration: A Multinational corporation PerspectiveКниги Менеджмент Автор: Monir H. Tayeb Год издания: 2004 Формат: pdf Издат.:Oxford college Press, united states Страниц: 258 Размер: 1,1 ISBN: 0199277273 Язык: Английский0 (голосов: zero) Оценка:This new textbook offers entire insurance of the main concerns dealing with multinational organisations (MNCs) of their administration of human assets throughout varied nationwide limitations. It makes an attempt to reply to the query, "Can there be a uniform set of most sensible human source administration (HRM) practices appropriate throughout a spectrum of countries regardless of cultural and institutional individualities?" The publication takes a extensive definition of HRM and starts off with a precis of key discussions and versions during this sector prior to atmosphere them within the overseas context of the MNC. Adopting an built-in strategy, the ebook covers the theories and practices of foreign HRM and units them in context with quite a few connection with information tales and case reviews constructed from the author's personal vast learn. The publication is student-focussed with powerful studying positive factors together with ambitions, bankruptcy summaries, analyzing lists and an actions part in each one bankruptcy.

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The chapter will also explore the significant role that non-cultural factors sometimes play in shaping a company’s HRM policies and practices. National culture and HRM Chapter 1 argued that the management of human resources of a company does not take place in a vacuum and various factors inside and outside the company influence its shape and content. One of the major external factors is the socio-cultural environment within which the company operates. For a multinational company with business interests and activities in different parts of the world, this environment is all the more complex because of the sheer variety of it.

HRM, as we now know it, came to being within the United States’ business system and as a response to major American companies’ need to face up to the challenges posed by foreign competitors mainly from Japan, which had entered the American market with high quality but low-priced products and/or invested there. In addition, it bears all the hallmarks of that country’s managerial priorities and a business community which is opposed to trade unions and collective bargaining. HRM would allow, in theory at least, decentralisation and employee empowerment and participation in one form or another, and would eliminate the need for unions to act as the employees’ agents in collective bargaining and negotiation with the management.

The least important feature of the job was ‘belonging to a group’. To the Indian respondents the most important feature of a job was ‘having an opportunity to learn new things’. It was followed by ‘being creative and imaginative at work’, ‘having freedom and independence’, and ‘status and prestige’. ‘Belonging to a group’ was of least importance to the Indian employees, but they gave it significantly greater importance than did their English counterparts. In addition, ‘freedom and independence’ were more important to Indian employees than to the English employees.

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