Georg Schreyögg, Walter A. Oechsler, Hartmut Wächter

Managing in a European Context

Human Resources ¿ Corporate Culture ¿ Industrial Relations Text and Cases

• Broschiertes Buch

Produktbeschreibung

European economic integration is one of the key challenges for management in the 90's. As well as the question of expanding the scope of business, the impetus lies on rethinking the whole management process within a European frame of reference. In this context, human resource management is the area in which the foremost challenges and problems can be expected. "Managing in a European Context" responds to these challenges and furnishes the reader with a wide understanding of human resource problems in European business.

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Produktdetails

• Verlag: Gabler / Gabler Verlag
• Artikelnr. des Verlages: 978-3-409-12165-1
• 1996.
• Seitenzahl: 400
• Erscheinungstermin: 30. Januar 1996
• Deutsch, Englisch
• Abmessung: 244mm x 170mm x 22mm
• Gewicht: 738g
• ISBN-13: 9783409121651
• ISBN-10: 340912165X
• Artikelnr.: 27866682

Autorenporträt

Professor Dr. Georg Schreyögg lehrt Betriebswirtschaftslehre an der FernUniversität Hagen und an der Freien Universität Berlin.Seine Arbeitsschwerpunkte sind strategische Entscheidungsprozesse, Unternehmenskultur sowie das Management komplexer Sozialsysteme. Professor Dr. Walter A. Oechsler lehrt Betriebswirtschaftslehre an der Universität Bamberg. Seine Schwerpunkte sind Arbeit, Personal und Organisation. Professor Dr. Hartmut Wächter lehrt Betriebswirtschaftslehre,insbesondere Arbeit, Personal und Organisation an der Universität Trier. Sein Arbeitsschwerpunkt ist Internationales Personalwesen.

Inhaltsangabe

Module A: Managing Human Resources in a European Context.- 1: European Personnel Management - Is There a Problem ?.- 1.1 Challenges of the Single European Market (SEM).- 1.1.1 The Rhetoric of Europe 1992.- 1.1.2 Objectives of, and Barriers to, the SEM.- 1.1.3 The Impact of the Social Charter.- 1.2 Conceptual Foundations of Human Resource Management (HRM).- 1.2.1 The Personnel Function and HRM.- 1.2.2 From the Traditional Personnel Function to Strategic Human Resource Management.- 1.2.3 From National to International HRM.- 1.2.3.1 Configurations of Employment Systems.- 1.2.3.2 Differentiation of the Personnel Function.- 1.2.3.3 Contingency Factors on International HRM.- 1.3 HRM Implications of the SEM - General Trends and Empirical Evidence.- 1.3.1 Differences between International HRM and European HRM Responses to the SEM.- 1.3.2 Implications for Various Functional Areas of HRM.- 1.3.3 HRM in European Companies: Some Empirical Evidence.- 1.3.3.1 Has HRM Attained a Leading Role in Preparing a Company for Europe 1992?.- 1.3.3.2 International Strategic HRM.- 1.3.3.3 HRM Implications in Border-Area Companies.- 1.3.3.4 Summary and Conclusions.- 1.4 Towards a European Concept of HRM?.- 1.4.1 Convergence or Divergence of HRM?.- 1.4.2 Convergence and Divergence in Europe.- 1.4.3 A New Approach to Production, Industrial Relations, and HRM in Europe?.- Recommended Literature.- Questions.- 2: Defining, Recruiting and Selecting a European Workforce.- 2.1 Overview.- 2.1.1 The Human Resource Planning Process.- 2.1.2 Assessment of Manpower Requirements.- 2.1.3 The Recruitment Process.- 2.1.4 Personnel Selection.- 2.1.5 Recruitment as an Integral Process of Personnel Policy.- 2.2 Does the SEM Change Qualification Requirements?.- 2.2.1 In Search of the "Euro-Manager": Super-(Wo-)Man in the Making?.- 2.2.2 Consequences for Management Requirements in Europe.- 2.2.3 Future Management Qualifications in Europe: An Example.- 2.3 Recruitment in Europe.- 2.3.1 Information on Labour Markets.- 2.3.1.1 Background Information.- 2.3.1.2 Companies' Labour Market Research.- 2.3.2 Information on the Educational Systems and their Outputs.- 2.3.3 Recruitment Channels.- 2.4 Selection Instruments.- Recommended Literature.- Questions.- 3: Training and Developing a European Workforce.- 3.1 Introduction and Overview.- 3.1.1 Interdependence of Recruitment and Development.- 3.1.2 Some Basic Definitions.- 3.1.3 Identification of Training and Development Needs.- 3.1.4 Training and Development Means and Methods.- 3.1.5 Evaluation of Training and Development.- 3.2 Preparing the Work-Force for Europe.- 3.2.1 The European Challenge to Training and Development.- 3.2.2 Training and Development Programmes.- 3.2.3 Transfer Policy.- 3.2.3.1 Target Groups of Transfer Policy.- 3.2.3.2 Aims of Transfer Policy.- 3.2.3.3 Phases in Transfer Policy.- 3.2.3.3.1 Identification and Selection of Assignees.- 3.2.3.3.2 Preparation for Transfers and Career Planning.- 3.2.3.3.3 Counseling and Coaching.- 3.2.3.3.4 Re-patriation and Re-integration.- 3.3 Contingency Factors of Training and Development.- 3.3.1 Management Attitudes and Strategies.- 3.3.2 Task-related Aspects.- 3.3.3 Cultural (Dis-)Similarities.- 3.3.3.1 The Importance of Cultural Differences.- 3.3.3.2 Can Cultural Differences be Measured?.- 3.3.3.2.1 Dimensions of Cultural Differences.- 3.3.3.2.2 "Culture's Consequences".- 3.3.3.2.3 Conclusions.- 3.3.3.3 Cross-cultural Training.- Recommended Literature.- Questions.- 4: Motivating and Compensating a European Workforce.- 4.1 Motivational Foundations of Working in a European Environment.- 4.1.1 Overview.- 4.1.2 Motivational Foundations of International HRM.- 4.2 Motivation to go Abroad.- 4.2.1 A Motivational Model for International HRM.- 4.2.2 The Crucial Importance of Mobility for a European Strategy.- 4.2.3 Barriers to Mobility.- 4.2.4 Incentives to Increase Mobility.- 4.2.5 The (Limited) Supportive Role of EC Regulations.- 4.3 Compensating a European Workforce.-Module A: Managing Human Resources in a European Context.- 1: European Personnel Management - Is There a Problem ?.- 2: Defining, Recruiting and Selecting a European Workforce.- 3: Training and Developing a European Workforce.- 4: Motivating and Compensating a European Workforce.- 5: Case Study Eismann Group.- Module B: Corporate Culture: The Silent Language of European Business.- 6: Corporate Culture - Basic Characteristics and Importance for European Corporations.- 7: Euro-Global Versus Euro-Local Corporate Culture(s).- Module C: Industrial Relations-Systems in Europe: Implications for Trans-Cultural Management.- 8: Human Resource Management in the Context of Industrial Relations - Frameworks for Studies in a European Context.- 9: Levels of Regulation and Types of Industrial Relations Systems in Europe.- 10: Incorporating Industrial Relations into Corporate Strategy Formulation and Implementation.- 11: Industrial Relations-Systems in Europe - Facts and Procedures.