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.
Author(s): Liza Castro Christiansen, Michal Biron, Pawan Budhwar, Brian Harney
Series: Routledge Global Human Resource Management Series
Edition: 3
Publisher: Routledge
Year: 2023
Language: English
Pages: 340
City: New York
Cover
Endorsement Page
Half Title
Series Page
Title Page
Copyright Page
Table of Contents
List of Illustrations
Contributor Biographies
Foreword
Preface
Acknowledgments
Part I Western Europe
Chapter 1 Austria: Talent Development at McDonald’s Austria: A Compromise between Local Demands and Global Standards
Chapter 2 France: NEWMOTOR: An HR Policy to Develop New Skills at a French Company in the Aeronautics Industry
Chapter 3 Germany: Talent Development in Complex and Dynamic Environments: New Approaches in the Context of the German Business System
Chapter 4 Switzerland: Flexible Work Aligned with Organizational Culture: Choice with Responsibility at Novartis
Part II Scandinavia
Chapter 5 Denmark: Toward a More Inclusive Approach to Developing Talent
Chapter 6 Finland: Look Who’s Talking: Implementing Corporate Diversity and Inclusiveness Practices in Finland
Chapter 7 Iceland: The Integration of HRM Practices in a Global Company: Acquisitions at Marel, Iceland
Part III Central and Eastern Europe
Chapter 8 Hungary: An American Transnational MNC in Hungary: Past, Present, and Future of HRM Evolution
Chapter 9 Lithuania: Devbridge Lithuania: The War for IT Talents
Chapter 10 Poland: Informal Employee Motivation, Rewards, and Flexible Management in a Dynamic SME Environment in Poland
Chapter 11 Romania: Dealing with Employee Turnover at Fomco Group, a Successful Family Business from Romania
Chapter 12 Russia: Okskaya Shipyard: Employee Retention
Chapter 13 Slovakia: International Human Resource Management within the European Textile Industry
Part IV Mediterranean, Middle East, and Africa
Chapter 14 Botswana: Diversity Management in an Institution of Higher Education in Botswana
Chapter 15 Cyprus: People Management in Academia: Anna-Maria Harilaou’s1 HRM Concerns
Chapter 16 Greece: What Can HRM Do for Me? HRM as a Business Development Function in a Technology SME
Chapter 17 Israel: Redesigning the Production Floor and Reward System in a Food Production Company: HRM Considerations
Chapter 18 Italy: Human Resource Management in Italian Family-Owned SMEs: Sustaining the Competitive Advantage through B Corp Transformation
Chapter 19 Saudi Arabia: Implementing the Localization Law Effectively: The Case of HMG in Saudi Arabia
Chapter 20 UAE: Improving Internal Service: Leveraging HRM to Drive Organizational Change
Part V Asia and the Pacific Rim
Chapter 21 Australia: The Casual Employment Crisis at Australian Universities: What are the HRM Responsibilities?
Chapter 22 India: Gender Diversity and Inclusion: Strategies and Practices at ICICI Bank
Chapter 23 Japan: The Quest of Pasona for Employees’ Work-Life Balance: Relocation of Headquarters from Tokyo to a Remote Island
Chapter 24 Singapore: On Cheong’s Human Resource Legacy
Chapter 25 South Korea: Selecting and Developing Senior Leaders at Company A
Chapter 26 Thailand: HRM Practices for Managing Age-diverse Employees in the Workplace: A Case Study of a Global Thai Company
Part VI The Americas
Chapter 27 Canada: La Vie en Rose: Globalization Challenges for Human Resources Management in a Canadian Lingerie Leader
Chapter 28 Chile: Developing a New Organizational Culture at SꓘY Airline
Chapter 29 Colombia: Sustainable Human Resources Management: Balancing Profitability and Talent Well-Being in an Insurance Company
Chapter 30 Mexico: HRM Experiences from a Danish Firm in Mexico: “Changing” Mexican Culture
Chapter 31 United States: What About Me? When Diversity, Equity, and Inclusion Efforts Result in Unintended Outcomes
Index
