Implementing Best Practices In Human Resources Management

Implementing Best Practices in Human Resources Management

Effective Human Resource Management

Effective Human Resource Management is the Center for Effective Organizations' (CEO) sixth report of a fifteen-year study of HR management in today's organizations. The only long-term analysis of its kind, this book compares the findings from CEO's earlier studies to new data collected in 2010. Edward E. Lawler III and John W. Boudreau measure how HR management is changing, paying particular attention to what creates a successful HR function—one that contributes to a strategic partnership and overall organizational effectiveness. Moreover, the book identifies best practices in areas such as the design of the HR organization and HR metrics. It clearly points out how the HR function can and should change to meet the future demands of a global and dynamic labor market. For the first time, the study features comparisons between U.S.-based firms and companies in China, Canada, Australia, the United Kingdom, and other European countries. With this new analysis, organizations can measure their HR organization against a worldwide sample, assessing their positioning in the global marketplace, while creating an international standard for HR management.

International Human Resource Management

Effective international business operation is not possible without implementing best practices of international human resource management (HRM) to motivate, attract and retain global talent that can help achieve the organisational objectives and market competitive advantages of global firms. The complexity of international HRM among global firms is further epitomised by different cultural and institutional environments of home and host countries, whereby multinationals are operating. Multinational firms are required to constantly adopt new and emerging practices, and adapt to the changing local and global conditions for their effective business operation. Research in the field of international HRM must also keep up with the pace of MNCs practices in the real world. This edited research book is aimed at addressing current trends and practices of international HRM of MNCs around the world. It also points to several challenges and future directions in the research and practice of international HRM within the context of international business. The collections in this volume cover several important and emerging topics within the field of international HRM. The main topics range from building a global HRM architecture via clarifying HR roles and responsibilities of multinational companies to developing multicultural teams with culturally-oriented strengths. Chapters also cover the interesting aspect of workplace friendship to facilitate effective expatriate adjustment; the complex process of managing global knowledge transfer between strategic alliance partners; and different perceptions to corporate social responsibility by persons with different cultural values. Both cultural impact on HRM design, delivery and institutional influence on differentiated HRM policies, and practices of MNCs between home and host countries are examined. The diverse topics are competently discussed by leading scholars and researchers in the field of HRM. Using both qualitative and quantitative research approaches, the authors address trends, practices and challenges of international HRM in several countries, including Australia, China, Italy, South Korea, Spain, Taiwan, Thailand, and USA. The volume will be of interest to students, researchers and practitioners who would like to know the leading edge of research and practice in international management, human resource management, and cultural and institutional factors influencing multinationals operation in the global marketplace.