Now in its seventh edition, International Human Resource Management is established as a market leader that caters to students worldwide. This textbook has developed alongside the field - helping to shape what it is today - and remains a leading International Human Resources Management (IHRM) textbook worldwide.International Human Resource Management provides an academic overview of global IHRM, whilst still remaining close to curriculum developments. This textbook also contains nine in-depth case studies written by the authors and global experts, that provide a range of in-depth applications for all of the major functional areas of IHRM.…mehr
Now in its seventh edition, International Human Resource Management is established as a market leader that caters to students worldwide. This textbook has developed alongside the field - helping to shape what it is today - and remains a leading International Human Resources Management (IHRM) textbook worldwide.International Human Resource Management provides an academic overview of global IHRM, whilst still remaining close to curriculum developments. This textbook also contains nine in-depth case studies written by the authors and global experts, that provide a range of in-depth applications for all of the major functional areas of IHRM.
Peter Dowling is Emeritus Professor of International Management and Strategy at La Trobe University, Melbourne, Australia. Previous academic appointments include the University of Melbourne, Monash University, the University of Tasmania and Victoria University of Wellington. He has also held visiting appointments in the USA at Cornell University and Michigan State University and in Germany at the University of Paderborn and the University of Bayreuth. He has co-authored a number of books including Strategic Management: Competitiveness and Globalization (Pacific Rim, 3rd ed.) and Human Resource Management in Australia (2nd ed.) and written or co-authored over 70 journal articles and book chapters. He was Founding Editor of Asia Pacific Journal of Human Resources (1987-1996); one of three Editors-in-Chief of the International Journal of Human Resource Management (2012-2015); and serves on the editorial boards of Asia Pacific Journal of Human Resources; International Studies of Manag
ement & Organization; Management International Review; Thunderbird International; and ZfP-German Journal of Human Resource Research. Peter is a Life Fellow of the Australian Human Resources Institute and a Life Fellow of the Australian and New Zealand Academy of Management. Former roles include past President of the Australia and New Zealand International Business Academy, past President of the Australian and New Zealand Academy of Management and past President of the International Federation of Scholarly Associations of Management.
Inhaltsangabe
Chapter 1 IntroductionChapter 2 The Cultural Context of IHRMChapter 3 The Organizational ContextChapter 4 IHRM in Cross-Border Mergers & Acquisitions, International Alliances and SMEsChapter 5 Sourcing Human Resources for Global Markets - Staffing, Recruitment and SelectionChapter 6 International Performance ManagementChapter 7 International Training, Development and CareersChapter 8 International CompensationChapter 9 International Industrial Relations and The Global Institutional ContextChapter 10 IHRM Trends and Future ChallengesCase 1: Spanning the GlobeCase 2: Quality Compliance at the Hawthorn ArmsCase 3: Wolfgang's Balancing Act: Rewarding Healthcare Executives in a Dispersed Yet Integrated FirmCase 4: Strategic Forecasts and Staffing Formulation: Executive and Managerial Planning for Bosch-KazakhstanCase 5: Local and International? Managing Complex Employment ExpectationsCase 6: Expatriate Compensation at Robert Bosch GmbH: Coping With Modern Mobility ChallengesCase 7: Balancing Values - An Indian Perspective on Corporate Values from ScandinaviaCase 8: Just Another Move to China? The Impact of International Assignments on Expatriate FamiliesCase 9: Developing local talent in local markets - the end of expatriation?
Chapter 1 IntroductionChapter 2 The Cultural Context of IHRMChapter 3 The Organizational ContextChapter 4 IHRM in Cross-Border Mergers & Acquisitions, International Alliances and SMEsChapter 5 Sourcing Human Resources for Global Markets - Staffing, Recruitment and SelectionChapter 6 International Performance ManagementChapter 7 International Training, Development and CareersChapter 8 International CompensationChapter 9 International Industrial Relations and The Global Institutional ContextChapter 10 IHRM Trends and Future ChallengesCase 1: Spanning the GlobeCase 2: Quality Compliance at the Hawthorn ArmsCase 3: Wolfgang's Balancing Act: Rewarding Healthcare Executives in a Dispersed Yet Integrated FirmCase 4: Strategic Forecasts and Staffing Formulation: Executive and Managerial Planning for Bosch-KazakhstanCase 5: Local and International? Managing Complex Employment ExpectationsCase 6: Expatriate Compensation at Robert Bosch GmbH: Coping With Modern Mobility ChallengesCase 7: Balancing Values - An Indian Perspective on Corporate Values from ScandinaviaCase 8: Just Another Move to China? The Impact of International Assignments on Expatriate FamiliesCase 9: Developing local talent in local markets - the end of expatriation?
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