chapter 1 international hrm - an introduction

1、vContentsNotes on the Contributors viiPart 1 Strategy and international HRM1 International HRM: an introduction 3Hugh Scullion2 Strategic HRM in multinational companies 22Hugh Scullion and Jaap Paauwe3 Staffing policies

2、and practices in European MNCs: strategic sophistication, culture-bound policies or ad hoc reactivity? 47Ingemar TorbiörnPart 2 Managing the international HR cycle4 Training, learning and development in multinationa

3、l organizations 71Paula Caligiuri, Mila Lazarova and Ibraiz Tarique5 Expatriate performance management in MNCs 91Marja Tahvanainen and Vesa Suutari6 International compensation: costs and benefits ofinternational assignme

4、nts 114Jaime Bonache and Zulima Fernández7 International careers and repatriation 131Margaret Linehan and Wolfgang Mayrhofer8 Issues in the management of industrial relations in international firms 156Emer O’Hagan,

5、Patrick Gunnigle and Michael J. Morley0333_741390_02_prevxii.qxd 1/11/04 3:49 PM Page vInternational HRM: an introductionHugh ScullionInternational Human Resource Management: A Critical Text covers a wide range oftopic

6、s within the rapidly developing field of international HRM. The comprehensivecoverage encompasses strategic and operational aspects of international HRM, andfour major themes run through all the chapters. The first is th

7、e need to understandinternational HRM strategies and practices in relation to changing strategies ofthe international business firm. The second is the need to explore the links betweenthe implementation of international

8、strategies and international HRM policy andpractices. The third is the need to develop more comprehensive frameworks to reflectthe complex set of environmental factors that affect international HRM in an inter-national c

9、ontext. Finally there is the need to examine international HRM activities inways that recognize their systematic interaction (Schuler et al., 2002).This introductory chapter has four aims. First, it seeks to review some

10、definitionsof international HRM (IHRM) and to consider why IHRM is different from HRM inthe domestic sphere. Second, it examines the main reasons for the growth of the fieldof IHRM. Third, it outlines the distinctive con

11、tribution of this volume which seekscritically to review important theoretical and empirical developments in the area ofIHRM over the last decade. The final section provides a brief summary for eachchapter to help the re

12、ader identify the main themes and issues covered in each of thechapters.The last 25 years have witnessed a major growth of interest in strategy and humanresource management. Both organizations and academics have increasi

13、ngly exploredthe ways in which HRM is strategic to business success and while there have beendebates over the meaning of HRM since the term emerged in the mid-1980s, it hasbecome the most influential term referring to th

14、e activities of management in theemployment relationship (Boxall and Purcell, 2003).International HRM, on the other hand, is a field of much more recent origin andwas described by a leading scholar in international manag