Download Advances in International Management, Volume 21: The Global by J.J. Lawler, G.S. Hundley PDF

By J.J. Lawler, G.S. Hundley

The aggressive forces generated via globalization act to advertise the cross-national diffusion of human source administration 'best practices'. particularly, excessive functionality paintings practices have end up considered because the general as businesses in lots of elements of the area have endeavored to 'Americanize' their employment and administration structures. but cultural, institutional, and ideological forces proceed to provide resistance to the worldwide convergence of HR practices. This quantity includes papers from authors in Europe, Asia, Africa, and US who discover diffusion in a number of nationwide contexts. assorted methodologies and views offer quite a number interpretations concerning diffusion and convergence.

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Human resource management, manufacturing strategy, and firm performance. Academy of Management Journal, 39(4), 836–866. , & Shleifer, A. (2002). The regulation of entry. Quarterly Journal of Economics, 117, 1–37. ESS – European Social Survey (2006). org EUROSTAT Yearbook (2004). _ pageid=1073,46587259%26_dad=portal%26_schema=PORTAL%26p_product_co de=KS-CD-04-001 Freeman, R. (2005). Labor market institutions without blinders: The debate over flexibility and labour market performance. NBER Working Paper no.

Rather, national operating units carry out a range of activities similar to those of their counterparts in other countries. Thus the process exhibits a high degree of standardization across countries in that there is a series of comparable plants carrying out Multinationals and National Systems of Employment Relations 45 production activities that have strong similarities. This is a very important part of the context because it indicates that the national operating units have similar ranges of occupational groups with workers undertaking comparable tasks.

The expectation on the part of the parent company that employees should share responsibility in teams with other employees with whom they may have no such link presented a further difficulty to management. The third issue is that of performance management, which also demonstrates the importance of both global and local factors. The firm had for many years operated a performance management system that was based on a forced distribution of employees into three categories: the top 10%, the middle 80%, and the bottom 10%.

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