The third edition of the Global Human Resource Management Casebook provides a wide range of international teaching cases exploring contemporary human resource management challenges.
The third edition of The Global Human Resource Management Casebook provides a wide range of international teaching cases exploring contemporary human resource management (HRM) challenges. Each case focuses primarily on one country and illustrates a critical HRM issue confronting managers and HRM practitioners. This real-world application provides students of HRM with a unique opportunity to examine how key HRM theories and ideas translate into practice.
The case studies emphasize the national and cultural contexts of HRM, providing readers with a global understanding of HRM practices like recruitment, reward systems, diversity, and inclusion, as well as recent developments including the impact of the COVID-19 pandemic, remote working, sustainability, and digital transformation. In this edition, the editors and authors have made significant updates to reflect recent developments in the field and cover a broader range of countries. The authors also delve into new industries including consulting, energy, healthcare, IT, and education. With 31 international cases followed by further reading and learning resources, this extensive collection is an invaluable resource for any student seeking to explore contemporary HRM on a global basis.
Arvustused
Human Resource Management (HRM) has become a global agenda. While there are differences by country, there are similar principles that apply worldwide. This outstanding set of cases demonstrates how 31 countries deal with the array of human capability (talent, leadership, organization, and HRM) issues that exist around the world. The cases offer relevant, specific, and compelling insights that will be useful for business and HRM leaders who want to deliver stakeholder value through human capability.
Dave Ulrich, Rensis Likert Professor, Ross School of Business, University of Michigan; Partner, the RBL Group
List of Illustrations
Contributor Biographies
Foreword
Preface
Acknowledgments
Part I: Western Europe
1 Austria: Talent Development at McDonalds Austria: A Compromise between
Local Demands and Global Standards
2 France: NEWMOTOR: An HR Policy to Develop New Skills at a French Company in
the Aeronautics Industry
3 Germany: Talent Development in Complex and Dynamic Environments: New
Approaches in the Context of the German Business System
4 Switzerland: Flexible Work Aligned with Organizational Culture: Choice with
Responsibility at Novartis
Part II: Scandinavia
5 Denmark: Toward a More Inclusive Approach to Developing Talent
6 Finland: Look Whos Talking: Implementing Corporate Diversity and
Inclusiveness Practices in Finland
7 Iceland: The Integration of HRM Practices in a Global Company: Acquisitions
at Marel, Iceland
Part III: Central and Eastern Europe
8 Hungary: An American Transnational MNC in Hungary: Past, Present, and
Future of HRM Evolution
9 Lithuania: Devbridge Lithuania: The War for IT Talents
10 Poland: Informal Employee Motivation, Rewards, and Flexible Management in
a Dynamic SME Environment in Poland
11 Romania: Dealing with Employee Turnover at Fomco Group, a Successful
Family Business from Romania
12 Russia: Okskaya Shipyard: Employee Retention
13 Slovakia: International Human Resource Management within the European
Textile Industry
Part IV: Mediterranean, Middle East, and Africa
14 Botswana: Diversity Management in an Institution of Higher Education in
Botswana
15 Cyprus: People Management in Academia: Anna-Maria Harilaous HRM Concerns
16 Greece: What Can HRM Do for Me? HRM as a Business Development Function in
a Technology SME
17 Israel: Redesigning the Production Floor and Reward System in a Food
Production Company: HRM Considerations
18 Italy: Human Resource Management in Italian Family-Owned SMEs: Sustaining
the Competitive Advantage through B Corp Transformation
19 Saudi Arabia: Implementing the Localization Law Effectively: The Case of
HMG in Saudi Arabia
20 UAE: Improving Internal Service: Leveraging HRM to Drive Organizational
Change
Part V: Asia and the Pacific Rim
21 Australia: The Casual Employment Crisis at Australian Universities: What
are the HRM Responsibilities?
22 India: Gender Diversity and Inclusion: Strategies and Practices at ICICI
Bank
23 Japan: The Quest of Pasona for Employees Work-Life Balance: Relocation of
Headquarters from Tokyo to a Remote Island
24 Singapore: On Cheongs Human Resource Legacy
25 South Korea: Selecting and Developing Senior Leaders at Company A
26 Thailand: HRM Practices for Managing Age-diverse Employees in the
Workplace: A Case Study of a Global Thai Company
Part VI: The Americas
27 Canada: La Vie en Rose: Globalization Challenges for Human Resources
Management in a Canadian Lingerie Leader
28 Chile: Developing a New Organizational Culture at SY Airline
29 Colombia: Sustainable Human Resources Management: Balancing Profitability
and Talent Well-Being in an Insurance Company
30 Mexico: HRM Experiences from a Danish Firm in Mexico: Changing Mexican
Culture
31 United States: What About Me? When Diversity, Equity, and Inclusion
Efforts Result in Unintended Outcomes
Index
Liza Castro Christiansen is a Visiting Senior Fellow at Henley Business School, University of Reading, United Kingdom.
Michal Biron is an Associate Professor and Head of the MBA program at the School of Business Administration, University of Haifa, Israel.
Pawan Budhwar is Professor and Associate Deputy Vice Chancellor International, Aston Business School, Aston University, Birmingham, United Kingdom.
Brian Harney is a Professor at DCU Business School, Dublin City University, Ireland.
