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This book addresses topics in human resource management from an international, cross-cultural perspective. The collection of cases and readings has been carefully selected from prominent authors and researchers to challenge students and help them fully explore human resource issues in a global context.

Readings and Cases in International Human Resource Management

PART 1. THE CONTEXT OF INTERNATIONAL HUMAN RESOURCE MANAGEMENT.
Reading 1.1. Global Strategy and Its Impact on Local Operations: Lessons from Gillette Singapore. Reading 1.2. Managing the Global Workforce: Challenges and Strategies.
PART 2: STRATEGY AND INTERNATIONAL HUMAN RESOURCE MANAGEMENT.
Reading 2.1. Convergence or Divergence: Human Resource Practices and Policies for Competitive Advantage Worldwide. Reading 2.2. The Link Between Business Strategy and IHRM Practices. Case 2.1. Novell: Transforming Culture. Case 2.2. The Anstichehof Infrared Coating Corporation-AICC.
PART 3: STAFFING FOR INTERNATIONAL OPERATIONS.
Reading 3.1. Flexible Working in Europe. Reading 3.2. The International Assignment Reconsidered. Case 3.1. Computex Corporation. Case 3.2. Recruiting a Manager for BRB, Israel.
PART 4: MANAGEMENT DEVELOPMENT.
Reading 4.1. Women Managers and International Assignments: Some Recommendations for Bridging the Gap. Reading 4.2. Management Development: An Africa Focus. Reading 4.3. Management Development in Europe: A Study in Cultural Contrast. Case 4.1. Career Management of Highfliers at Alcatel. Case 4.2. Andreas Weber's Assignment to New York: A Case Study in Expatriate Repatriation and Career Planning.
PART 5: PERFORMANCE APPRAISAL AND COMPENSATION.
Reading 5.1. Rethinking International Compensation. Reading 5.2. Expatriate Performance Appraisal: Problems and Solutions. Case 5.1. The Road to Hell. Case 5.2. High Technology, Inc.: The International Benefits Problem.
PART 6: LABOR AND EMPLOYEE RELATIONS.
Reading 6.1 Strategic Management of Worker Health and Safety Issues in Mexico's Maquiladora Industry. Reading 6.2. U.S. Expatriates and the Civil Rights Act of 1991: Dissolving Boundaries. Reading 6.3. Effective Rightsizing Strategies in Japan and America: Is There a Convergence of Employment Practices? Case 6.1. Anatomy of a Paraguayan Strike. Case 6.2. Labor Relations at EuroDisneyland.
PART 7: CROSS-CULTURAL ISSUES IN PRODUCTIVITY AND QUALITY.
Reading 7.1. Evolution of Mondragon: Changes in a Model of Worker Ownership. Reading 7.2. Cultural Implications of Implementing TQM in Poland. Reading 7.3. Designing and Supporting Transnational Teams: The Human Resource Agenda. Case 7.1. How to Implement Total Quality Management in Strong Cultures: Alignment or Saturations? Case 7.2. Organizational Transformational at Skoda in the Czech Republic: An HRM Perspective.
PART 8: HUMAN RESOURCE ISSUES IN INTERNATIONAL JOINT VENTURES.
Reading 8.1. The Formation of an International Joint Venture: Marley Automotive Components. Reading 8.2. Challenges Facing General Managers of International Joint Ventures. Case 8.1. Suji-INS K.K. Case 8.2. A Strategy-Driven Joint Venture in Hungary.
PART 9: MANAGING EXPATRIATE ASSIGNMENTS.
Reading 9.1. A Practical But Theory-Based Framework for Selecting Cross-Cultural Training Methods. Reading 9.2. The Contemporary International Assignment: A Look at the Options. Reading 9.3. American Expatriates Abroad: From Neophytes to Cosmopolitans. Case 9.1. Fred Bailey: An Innocent Abroad-A Case Study in Cross-Cultural Management. Case 9.2. Catskill Roads.