Readings and Cases in International Human Resource Management: Fourth Edition Book

Sect. 1	Human Resource Management Functions in International Business
Pt. 1	The Context of International Human Resource Management
1.1	Global Strategy and its Impact on Local Operations: Lessons from Gillette Singapore	4
1.2	Managing the Global Workforce: Challenges and Strategies	18
Pt. 2	Strategy and International Human Resource Management
2.1	Convergence or Divergence: Human Resource Practices and Policies for Competitive Advantage Worldwide	42
2.2	The Link Between Business Strategy and International Human Resource Management Practices	70
2.1	Novell: Transforming Culture	81
2.2	The Anstrichehof Infrared Coating Corporation - AICC	95
Pt. 3	Staffing for International Operations
3.1	Flexible Working in Europe	104
3.2	The International Assignment Reconsidered	125
3.1	Computex Corporation	133
3.2	Recruiting a Manager for BRB, Israel	136
Pt. 4	Management Development
4.1	Women Managers and International Assignments: Some Recommendations for Bridging the Gap	144
4.2	Management Development: An African Focus	155
4.3	Management Development in Europe: A Study in Cultural Contrast	169
4.1	Career Management of Highfliers at Alcatel	184
4.2	Andreas Weber's Assignment to New York: A Case Study in Expatriate Repatriation and Career Planning	194
Pt. 5	Performance Appraisal and Compensation
5.1	Rethinking International Compensation	200
5.2	Expatriate Performance Appraisal: Problems and Solutions	213
5.1	The Road to Hell	224
5.2	High Technology, Incorporated: The International Benefits Problem	230
Pt. 6	Labor and Employee Relations
6.1	Strategic Management of Worker Health and Safety Issues in Mexico's Maquiladora Industry	236
6.2	U.S. Expatriates and the Civil Rights Act of 1991: Dissolving Boundaries	251
6.3	Effective Rightsizing Strategies in Japan and America: Is There a Convergence of Employment Practices?	271
6.1	Anatomy of a Paraguayan Strike	282
6.2	Labor Relations at EuroDisneyland	300
Sect. 2	Specialized Human Resource Topics in International Business
Pt. 7	Cross-Cultural Issues in Productivity and Quality
7.1	Evolution of Mondragon: Changes in a Model of Worker Ownership	314
7.2	Cultural Implications of Implementing TQM in Poland	332
7.3	Designing and Supporting Transnational Teams: The Human Resource Agenda	350
7.1	How to Implement Total Quality Management in Strong Cultures: Alignment or Saturation?	366
7.2	Organizational Transformation at Skoda in the Czech Republic: An HRM Perspective	379
Pt. 8	Human Resource Issues in International Joint Ventures
8.1	The Formation of an International Joint Venture: Marley Automotive Components	394
8.2	Challenges Facing General Managers of International Joint Ventures	406
8.1	Suji-INS K.K.	419
8.2	A Strategy-Driven Joint Venture in Hungary	427
Pt. 9	Managing Expatriate Assignments
9.1	A Practical but Theory-based Framework for Selecting Cross-Cultural Training Methods	442
9.2	The Contemporary International Assignment: A Look at the Options	470
9.3	American Expatriates Abroad: From Neophytes to Cosmopolitans	487
9.1	Fred Bailey: An Innocent Abroad - A Case Study in Cross-Cultural Management	508
9.2	Catskill Roads	513