Description
Book SynopsisThis book presents Human Resource Management (HRM) as a tool for improving the performance of organizations in developing and transitional countries. It does this through the presentation of an integrated model of human resource management, informed by the practical realities of applying such a model in developing and transitional countries.
Using exercises and real-life examples, the authors emphasize the need to practise (and to study) HRM in context, taking account of the contrast between what theory says should happen and what actually happens in practice. Having introduced a strategic model of HRM, the book explores the key HRM activities of human resource planning, job analysis, managing pay, recruitment and selection, performance management, learning and training, job reduction and employee relations. The authors stress that every HRM model must be critically assessed in the particular setting in which it is being used, and then adopted, adapted or abandoned. This process of critical adaptation of international models of 'good practice' is the essence of global HRM.
This textbook offers a clear and highly accessible introduction to the theory and practice of HRM in developing and transitional countries. It has been designed for students on a wide range of human resource oriented courses, including development management and administration. It will also be a valuable reference tool for HRM practitioners in the private and public sector and in NGOs.
Trade Review‘Global Human Resource Management
is a timely and excellent resource, and its focus on developing and transitional countries fills something of a gap in the literature. It is a welcome addition to the list of resources available to HR managers working in the international scene.' -- Geoffrey De Lacy, HR Monthly
Table of ContentsContents: 1. Global Human Resource Management: A ‘Crossvergent’ Approach 2. Strategic Human Resource Management 3. Human Resource Planning 4. Job Analysis 5. Managing Pay 6. Recruitment, Selection and Equal Opportunities 7. Performance Management and Appraisal 8. Learning and Training 9. Job Reduction 10. Employee Relations Bibliography Index
