Masahiro Abe and Takeo Hoshi
- Published in print:
- 2007
- Published Online:
- September 2007
- ISBN:
- 9780199284511
- eISBN:
- 9780191713705
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199284511.003.0009
- Subject:
- Economics and Finance, South and East Asia
Corporate governance can be defined as a system that constitutes an institution that constrains relations between corporate managers and various stakeholders, including shareholders, creditors, ...
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Corporate governance can be defined as a system that constitutes an institution that constrains relations between corporate managers and various stakeholders, including shareholders, creditors, workers, suppliers, and customers. Under this broad definition, corporate governance is a system of various sub-systems that are complementary to one another. This chapter focuses on two sub-systems of Japanese corporate governance: corporate finance and human resource management. After briefly documenting the characteristics of the Japanese corporate governance in these two sub-systems, the chapter discusses how each sub-system has been going through substantial changes in recent years. Examining the data for fifty-eight listed companies, the evidence shows some degree of complementarity between the two sub-systems. The firms that have a non-traditional ownership structure (especially high with foreign ownership) seem to have more non-traditional human resource management practices.Less
Corporate governance can be defined as a system that constitutes an institution that constrains relations between corporate managers and various stakeholders, including shareholders, creditors, workers, suppliers, and customers. Under this broad definition, corporate governance is a system of various sub-systems that are complementary to one another. This chapter focuses on two sub-systems of Japanese corporate governance: corporate finance and human resource management. After briefly documenting the characteristics of the Japanese corporate governance in these two sub-systems, the chapter discusses how each sub-system has been going through substantial changes in recent years. Examining the data for fifty-eight listed companies, the evidence shows some degree of complementarity between the two sub-systems. The firms that have a non-traditional ownership structure (especially high with foreign ownership) seem to have more non-traditional human resource management practices.
John Child, David Faulkner, and Robert Pitkethly
- Published in print:
- 2003
- Published Online:
- September 2007
- ISBN:
- 9780199267101
- eISBN:
- 9780191716706
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199267101.003.0011
- Subject:
- Business and Management, International Business
This chapter focuses on human resource management (HRM) practices and communications — areas likely to be particularly sensitive to cultural influences. Convergence across nationalities in HRM ...
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This chapter focuses on human resource management (HRM) practices and communications — areas likely to be particularly sensitive to cultural influences. Convergence across nationalities in HRM policies was evident in post-acquisition moves towards performance-related pay, training, and team-based product development. Most acquirers also made adjustments to suit local culture. American HRM reflected a short-term individualistic business culture. Japanese HRM generally reflected long-term, consensual, team-based collectivist national philosophies. French companies tended to display an approach that gave precedence to managers of French origin. German companies were the most anxious to adopt international practices in their acquisitions, even when these conflicted with their national tendencies. The research confirmed that firms differ in the HRM practices applied to their subsidiaries, but also showed signs of convergence in some areas.Less
This chapter focuses on human resource management (HRM) practices and communications — areas likely to be particularly sensitive to cultural influences. Convergence across nationalities in HRM policies was evident in post-acquisition moves towards performance-related pay, training, and team-based product development. Most acquirers also made adjustments to suit local culture. American HRM reflected a short-term individualistic business culture. Japanese HRM generally reflected long-term, consensual, team-based collectivist national philosophies. French companies tended to display an approach that gave precedence to managers of French origin. German companies were the most anxious to adopt international practices in their acquisitions, even when these conflicted with their national tendencies. The research confirmed that firms differ in the HRM practices applied to their subsidiaries, but also showed signs of convergence in some areas.
Judy B. Rosener
- Published in print:
- 1998
- Published Online:
- October 2011
- ISBN:
- 9780195119145
- eISBN:
- 9780199854882
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780195119145.003.0011
- Subject:
- Business and Management, Strategy
Although American women are not without attributes that may bring improvements for today’s organizations, these attributes are still subject to underutilization and being undervalued. This concluding ...
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Although American women are not without attributes that may bring improvements for today’s organizations, these attributes are still subject to underutilization and being undervalued. This concluding chapter points out that human resources will someday be the distinguishing factor across organizations and countries, since such is not merely viewed as an issue of social justice. The interaction between women and men within an organization is similar to the interaction between companies and even countries that simultaneously compete and cooperate. This book is able to explain how women, although different from men, provide an added value because of the talents and skills that they can contribute, emphasizing how the utilization of human resources should not be undermined as an integral element in the development of management strategies.Less
Although American women are not without attributes that may bring improvements for today’s organizations, these attributes are still subject to underutilization and being undervalued. This concluding chapter points out that human resources will someday be the distinguishing factor across organizations and countries, since such is not merely viewed as an issue of social justice. The interaction between women and men within an organization is similar to the interaction between companies and even countries that simultaneously compete and cooperate. This book is able to explain how women, although different from men, provide an added value because of the talents and skills that they can contribute, emphasizing how the utilization of human resources should not be undermined as an integral element in the development of management strategies.
Clair Brown, Michael Reich, Lloyd Ulman, and Yoshifumi Nakata
- Published in print:
- 1998
- Published Online:
- October 2011
- ISBN:
- 9780195115215
- eISBN:
- 9780199854820
- Item type:
- book
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780195115215.001.0001
- Subject:
- Business and Management, International Business
This book provides an integrated and detailed analysis of the components of firm human resources systems in the U.S. and Japan. It examines the relationship between company practices and national ...
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This book provides an integrated and detailed analysis of the components of firm human resources systems in the U.S. and Japan. It examines the relationship between company practices and national economic institutions. The authors address a number of key questions about employer–employee relations. How have major Japanese manufacturing companies been able to convert the assurance of “lifetime” employment security into a source of superior employee efficiency and adaptability, when job and income security have been feared as a source of “shirking” and wage inflation in the U.S.? How have higher economic and real wage growth rates been associated with greater equality in earned income distribution in Japan, when the incentive role of income inequality to worker effort and savings has been stressed in the U.S.? How could the Japanese emphasis on employment security in the firm be reconciled with greater price stability and lower unemployment than in the U.S.? This work analyses elements such as employee training and involvement programs, wage behavior as an incentive system and an alternate channel of savings, and synchronous wage determination (shunto) at work in the Japanese economy, which provide for such successes. It also explores the costs that have been associated with these Japanese accomplishments, as well as who must bear them. Finally, it examines the outlook for these distinctive Japanese institutions and practices in a period of slower growth and economic “maturity.” Based on a research project carried out in both countries, it concludes with the lessons that each country can learn much from the employment practices of the other.Less
This book provides an integrated and detailed analysis of the components of firm human resources systems in the U.S. and Japan. It examines the relationship between company practices and national economic institutions. The authors address a number of key questions about employer–employee relations. How have major Japanese manufacturing companies been able to convert the assurance of “lifetime” employment security into a source of superior employee efficiency and adaptability, when job and income security have been feared as a source of “shirking” and wage inflation in the U.S.? How have higher economic and real wage growth rates been associated with greater equality in earned income distribution in Japan, when the incentive role of income inequality to worker effort and savings has been stressed in the U.S.? How could the Japanese emphasis on employment security in the firm be reconciled with greater price stability and lower unemployment than in the U.S.? This work analyses elements such as employee training and involvement programs, wage behavior as an incentive system and an alternate channel of savings, and synchronous wage determination (shunto) at work in the Japanese economy, which provide for such successes. It also explores the costs that have been associated with these Japanese accomplishments, as well as who must bear them. Finally, it examines the outlook for these distinctive Japanese institutions and practices in a period of slower growth and economic “maturity.” Based on a research project carried out in both countries, it concludes with the lessons that each country can learn much from the employment practices of the other.
Sharan Jagpal
- Published in print:
- 2008
- Published Online:
- September 2008
- ISBN:
- 9780195371055
- eISBN:
- 9780199870745
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780195371055.003.0011
- Subject:
- Business and Management, Marketing
This chapter compares different models of consumer behavior including standard economic theory and alternative behavioral theories such as prospect theory and assimilation-contrast theory. It shows ...
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This chapter compares different models of consumer behavior including standard economic theory and alternative behavioral theories such as prospect theory and assimilation-contrast theory. It shows that these behavioral theories have important implications for marketing-finance fusion and human resource management. Specifically, they lead to different market implications for new product pricing, pricing over the business cycle, choosing optimal dividend policy, designing bonus plans, and choosing optimal Customer Relationship Management (CRM) strategies.Less
This chapter compares different models of consumer behavior including standard economic theory and alternative behavioral theories such as prospect theory and assimilation-contrast theory. It shows that these behavioral theories have important implications for marketing-finance fusion and human resource management. Specifically, they lead to different market implications for new product pricing, pricing over the business cycle, choosing optimal dividend policy, designing bonus plans, and choosing optimal Customer Relationship Management (CRM) strategies.
Lynda Gratton, Veronica Hope Hailey, Philip Stiles, and Catherine Truss
- Published in print:
- 1999
- Published Online:
- October 2011
- ISBN:
- 9780198782049
- eISBN:
- 9780191695421
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780198782049.003.0001
- Subject:
- Business and Management, HRM / IR, Strategy
This introductory chapter discusses the research project presented in the book. The book represents the culmination of a collaboration between academics and senior managers to study, analyze, ...
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This introductory chapter discusses the research project presented in the book. The book represents the culmination of a collaboration between academics and senior managers to study, analyze, reflect, and discuss the challenges they face in people management. It also represents an attempt to reflect the experience, concern, and aspirations of people at all levels in these companies. The chapter discusses the objectives of the study, the development of research questions and measures, the development of research methodology, and data collection and analysis. An overview of the subsequent chapters is also presented.Less
This introductory chapter discusses the research project presented in the book. The book represents the culmination of a collaboration between academics and senior managers to study, analyze, reflect, and discuss the challenges they face in people management. It also represents an attempt to reflect the experience, concern, and aspirations of people at all levels in these companies. The chapter discusses the objectives of the study, the development of research questions and measures, the development of research methodology, and data collection and analysis. An overview of the subsequent chapters is also presented.
David W. DeLong
- Published in print:
- 2004
- Published Online:
- September 2007
- ISBN:
- 9780195170979
- eISBN:
- 9780199789719
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780195170979.003.0004
- Subject:
- Business and Management, Knowledge Management
This chapter describes three different types of situations in organizations where knowledge retention strategies are needed. It then provides an overview of an integrated knowledge retention ...
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This chapter describes three different types of situations in organizations where knowledge retention strategies are needed. It then provides an overview of an integrated knowledge retention framework that includes: human resources practices and processes; knowledge transfer practices; information technology applications to capture, store, and share knowledge; and knowledge recovery initiatives.Less
This chapter describes three different types of situations in organizations where knowledge retention strategies are needed. It then provides an overview of an integrated knowledge retention framework that includes: human resources practices and processes; knowledge transfer practices; information technology applications to capture, store, and share knowledge; and knowledge recovery initiatives.
Mario Amendola and Jean‐Luc Gaffard
- Published in print:
- 1998
- Published Online:
- November 2003
- ISBN:
- 9780198293804
- eISBN:
- 9780191595851
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/0198293801.003.0004
- Subject:
- Economics and Finance, Macro- and Monetary Economics
Together with financial resources, and its dynamic interactions with them, human resources play a central role in out‐of‐equilibrium processes of change. The concept of human resource differs both ...
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Together with financial resources, and its dynamic interactions with them, human resources play a central role in out‐of‐equilibrium processes of change. The concept of human resource differs both from the concept of labour input and from that of human capital. It is a richer concept, and its greater richness depends on the time perspective from which we look at it. At each given moment the human resource, looked at as a complex of skills, qualifications, and competences, appears as one of the prevailing constraints of the economy. Over time, the learning processes take place, which represent the construction phase of the production of new skills and qualifications that contribute to determine and to shape the ongoing process of restructuring of productive capacity.Less
Together with financial resources, and its dynamic interactions with them, human resources play a central role in out‐of‐equilibrium processes of change. The concept of human resource differs both from the concept of labour input and from that of human capital. It is a richer concept, and its greater richness depends on the time perspective from which we look at it. At each given moment the human resource, looked at as a complex of skills, qualifications, and competences, appears as one of the prevailing constraints of the economy. Over time, the learning processes take place, which represent the construction phase of the production of new skills and qualifications that contribute to determine and to shape the ongoing process of restructuring of productive capacity.
Andrew Green
- Published in print:
- 2007
- Published Online:
- September 2009
- ISBN:
- 9780198571346
- eISBN:
- 9780191724138
- Item type:
- book
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780198571346.001.0001
- Subject:
- Public Health and Epidemiology, Public Health, Epidemiology
This text, the latest edition, explains the importance of health planning in both developing regions such as Africa, and those in transition, such as Central and Eastern Europe. It stresses the ...
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This text, the latest edition, explains the importance of health planning in both developing regions such as Africa, and those in transition, such as Central and Eastern Europe. It stresses the importance of understanding the national and international context in which planning occurs, and provides an up to date analysis of the major current policy issues, including health reforms. Separate chapters are dedicated to the distinct issues of finance for health care and human resource planning. The book explains the various techniques used at each stage of the planning process, looking first at the situational analysis and then looking in turn at priority-setting, option appraisal, programming, implementation, monitoring, and evaluation. The book ends by examining the challenges facing planners in the 21st century, particularly in the light of growing globalization. A major theme of the book is the need to recognise and reconcile the inevitable tension that lies between value judgements and ‘rational’ decision-making. As such, in addition to introducing techniques such as costing and economic appraisal, it also outlines techniques such as stakeholder analysis for understanding the relative attitudes and power of different groups in planning decisions. Each chapter includes a comprehensive bibliography (including key websites), a summary, and exercises to help with practise of techniques and understanding the content. The book argues that all health professionals and community groups should be involved in the planning process for it to be effective.Less
This text, the latest edition, explains the importance of health planning in both developing regions such as Africa, and those in transition, such as Central and Eastern Europe. It stresses the importance of understanding the national and international context in which planning occurs, and provides an up to date analysis of the major current policy issues, including health reforms. Separate chapters are dedicated to the distinct issues of finance for health care and human resource planning. The book explains the various techniques used at each stage of the planning process, looking first at the situational analysis and then looking in turn at priority-setting, option appraisal, programming, implementation, monitoring, and evaluation. The book ends by examining the challenges facing planners in the 21st century, particularly in the light of growing globalization. A major theme of the book is the need to recognise and reconcile the inevitable tension that lies between value judgements and ‘rational’ decision-making. As such, in addition to introducing techniques such as costing and economic appraisal, it also outlines techniques such as stakeholder analysis for understanding the relative attitudes and power of different groups in planning decisions. Each chapter includes a comprehensive bibliography (including key websites), a summary, and exercises to help with practise of techniques and understanding the content. The book argues that all health professionals and community groups should be involved in the planning process for it to be effective.
Anthony Ferner and Anne Tempel
- Published in print:
- 2006
- Published Online:
- September 2007
- ISBN:
- 9780199274635
- eISBN:
- 9780191706530
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199274635.003.0002
- Subject:
- Business and Management, HRM / IR
This chapter presents a conceptual framework for understanding the cross-national transfer of human resource management and employment relations policies in US multinationals. The framework draws on ...
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This chapter presents a conceptual framework for understanding the cross-national transfer of human resource management and employment relations policies in US multinationals. The framework draws on institutionalist theory, arguing that multinationals’ embeddedness within the institutions of their parent-country business system influences how these firms operate abroad. However, weaknesses in current strands of institutionalism need to be addressed. In particular, existing theory has tended to neglect questions of power. The chapter considers how institutional and power perspectives may be integrated. It focuses on the interaction between power and institutions at multiple levels, notably at the organizational level of ‘micropolitics’ within multinationals, and at the macro-level of nation states. The cross-national transfer of HR policies and practices within multinationals is seen as the movement of practices across institutional domains by actors with divergent interests in the transfer, and with differential power resources with which to effect or inhibit it.Less
This chapter presents a conceptual framework for understanding the cross-national transfer of human resource management and employment relations policies in US multinationals. The framework draws on institutionalist theory, arguing that multinationals’ embeddedness within the institutions of their parent-country business system influences how these firms operate abroad. However, weaknesses in current strands of institutionalism need to be addressed. In particular, existing theory has tended to neglect questions of power. The chapter considers how institutional and power perspectives may be integrated. It focuses on the interaction between power and institutions at multiple levels, notably at the organizational level of ‘micropolitics’ within multinationals, and at the macro-level of nation states. The cross-national transfer of HR policies and practices within multinationals is seen as the movement of practices across institutional domains by actors with divergent interests in the transfer, and with differential power resources with which to effect or inhibit it.
Catherine Truss
- Published in print:
- 1999
- Published Online:
- October 2011
- ISBN:
- 9780198782049
- eISBN:
- 9780191695421
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780198782049.003.0002
- Subject:
- Business and Management, HRM / IR, Strategy
Human resource management (HRM) has frequently been described as a concept with two distinct forms: soft and hard. The soft model emphasizes individuals and their self-direction and places ...
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Human resource management (HRM) has frequently been described as a concept with two distinct forms: soft and hard. The soft model emphasizes individuals and their self-direction and places commitment, trust, and self-regulated behaviour at the centre of any strategic approach to people. In contrast, the hard model stresses the rationalism of strategic fit and places emphasis on performance management and an instrumental approach to the management of individuals. This chapter first analyzes the conflicts and tensions both between and within the soft and hard models. It then reports on the findings of an in-depth empirical study which allow us to review and challenge the theoretical foundations upon which the soft and hard models are based. One conclusion of the study is that even if the rhetoric of HRM is ‘soft’, the reality is almost always ‘hard’, with the interests of the organization prevailing over those of the individual.Less
Human resource management (HRM) has frequently been described as a concept with two distinct forms: soft and hard. The soft model emphasizes individuals and their self-direction and places commitment, trust, and self-regulated behaviour at the centre of any strategic approach to people. In contrast, the hard model stresses the rationalism of strategic fit and places emphasis on performance management and an instrumental approach to the management of individuals. This chapter first analyzes the conflicts and tensions both between and within the soft and hard models. It then reports on the findings of an in-depth empirical study which allow us to review and challenge the theoretical foundations upon which the soft and hard models are based. One conclusion of the study is that even if the rhetoric of HRM is ‘soft’, the reality is almost always ‘hard’, with the interests of the organization prevailing over those of the individual.
Andrew Green
- Published in print:
- 2007
- Published Online:
- September 2009
- ISBN:
- 9780198571346
- eISBN:
- 9780191724138
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780198571346.003.0013
- Subject:
- Public Health and Epidemiology, Public Health, Epidemiology
This chapter introduces human resource planning and looks at its role in, and relationship to, the broader function of health planning. The two elements of supply and demand for staff are discussed ...
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This chapter introduces human resource planning and looks at its role in, and relationship to, the broader function of health planning. The two elements of supply and demand for staff are discussed as the basis for any plan. The major stages of developing a human resource plan are described. It is argued that demand should be based on the plans for services implicit in the broader sectoral plan. Various policies for balancing the supply and demand for personnel and the implications for two key areas of health sector reform (HSR) policies are outlined.Less
This chapter introduces human resource planning and looks at its role in, and relationship to, the broader function of health planning. The two elements of supply and demand for staff are discussed as the basis for any plan. The major stages of developing a human resource plan are described. It is argued that demand should be based on the plans for services implicit in the broader sectoral plan. Various policies for balancing the supply and demand for personnel and the implications for two key areas of health sector reform (HSR) policies are outlined.
McGovern Patrick
- Published in print:
- 1999
- Published Online:
- October 2011
- ISBN:
- 9780198782049
- eISBN:
- 9780191695421
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780198782049.003.0007
- Subject:
- Business and Management, HRM / IR, Strategy
This chapter focuses on two related issues concerning the viability of HRM in practice. The first of these concerns the existing state of line management practice. It provides evidence of the ...
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This chapter focuses on two related issues concerning the viability of HRM in practice. The first of these concerns the existing state of line management practice. It provides evidence of the practice of performance appraisal as a prelude to a discussion of the factors which enable and constrain line involvement. The second general set of issues concerns the configuration of incentives and constraints which shape the level of line management involvement in areas such as performance appraisal. Here the focus is on the implementation of human resource policies, specifically the consistency and quality of practice across different managers.Less
This chapter focuses on two related issues concerning the viability of HRM in practice. The first of these concerns the existing state of line management practice. It provides evidence of the practice of performance appraisal as a prelude to a discussion of the factors which enable and constrain line involvement. The second general set of issues concerns the configuration of incentives and constraints which shape the level of line management involvement in areas such as performance appraisal. Here the focus is on the implementation of human resource policies, specifically the consistency and quality of practice across different managers.
Ephraim R. McLean and Scott L. Schneberger
- Published in print:
- 2003
- Published Online:
- January 2005
- ISBN:
- 9780195159530
- eISBN:
- 9780199834983
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/0195159535.003.0018
- Subject:
- Economics and Finance, Financial Economics
Competitive advantage in future business environments will come from applying the right human capital to information technology. This human capital includes all IT professionals as well as corporate ...
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Competitive advantage in future business environments will come from applying the right human capital to information technology. This human capital includes all IT professionals as well as corporate users of IT. Successful IT strategies will rely on how IT is applied rather than to what. This chapter discusses the five fundamental challenges in selecting, acquiring, and utilizing human IT capital.Less
Competitive advantage in future business environments will come from applying the right human capital to information technology. This human capital includes all IT professionals as well as corporate users of IT. Successful IT strategies will rely on how IT is applied rather than to what. This chapter discusses the five fundamental challenges in selecting, acquiring, and utilizing human IT capital.
John Child, David Faulkner, and Stephen B. Tallman
- Published in print:
- 2005
- Published Online:
- October 2011
- ISBN:
- 9780199266241
- eISBN:
- 9780191699139
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199266241.003.0014
- Subject:
- Business and Management, Strategy, Organization Studies
Although human resource management (HRM) is not often viewed as a priority for strategic alliance managers, it still proves to play no small part in achieving alliance success since the people who ...
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Although human resource management (HRM) is not often viewed as a priority for strategic alliance managers, it still proves to play no small part in achieving alliance success since the people who are working in and for the alliance should be viewed as the most significant resource. Also, some of the major performance problems in alliances are rooted on HRM policies that may be poorly designed and executed. This chapter identifies some of the major HRM activities and how these contribute to key issues including the selection of personnel, and the development of a common culture through fostering control, trust, and learning. It also explores the broader policy issues attributed to how alliances approach HRM in terms of addressing whether a leading partner should impose standardized practices across various affiliates and alliances.Less
Although human resource management (HRM) is not often viewed as a priority for strategic alliance managers, it still proves to play no small part in achieving alliance success since the people who are working in and for the alliance should be viewed as the most significant resource. Also, some of the major performance problems in alliances are rooted on HRM policies that may be poorly designed and executed. This chapter identifies some of the major HRM activities and how these contribute to key issues including the selection of personnel, and the development of a common culture through fostering control, trust, and learning. It also explores the broader policy issues attributed to how alliances approach HRM in terms of addressing whether a leading partner should impose standardized practices across various affiliates and alliances.
Phil Almond and Anthony Ferner (eds)
- Published in print:
- 2006
- Published Online:
- September 2007
- ISBN:
- 9780199274635
- eISBN:
- 9780191706530
- Item type:
- book
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199274635.001.0001
- Subject:
- Business and Management, HRM / IR
This book addresses some of the major contemporary issues in comparative business and employment relations. At its core are the findings of a four-year international exploration of the management of ...
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This book addresses some of the major contemporary issues in comparative business and employment relations. At its core are the findings of a four-year international exploration of the management of employment relations in American multinational companies in the UK, Germany, Ireland, and Spain. Data from detailed case studies are used to illuminate the tensions between the forces of globalization and the continuing distinctiveness of national business systems. It looks at what is distinctively American about US multinationals, asking how the US business system’s particular features influence their management of human resources across national borders. It shows that the transfer of ‘Americanness’ is not a technical, top-down, managerial process, but a highly political and ‘negotiated’ one in which groups and individuals at different levels within the company try to influence the terms of transfer. The book uses a wealth of empirical material to explore the ways in which US multinationals manage international employment relations in different host countries. Four areas of policy and practice are considered in detail: pay and performance; collective employee representation; the management of workforce ‘diversity’; and managerial careers. It shows how global HR policies are made; how they are diffused internationally; and how they are adopted, adapted, or resisted by overseas subsidiaries. It also explores some of the structures and processes that characterize US multinationals: the changing balance between centralization and subsidiary autonomy; the management of international learning; and the structure and role of the international human resource function.Less
This book addresses some of the major contemporary issues in comparative business and employment relations. At its core are the findings of a four-year international exploration of the management of employment relations in American multinational companies in the UK, Germany, Ireland, and Spain. Data from detailed case studies are used to illuminate the tensions between the forces of globalization and the continuing distinctiveness of national business systems. It looks at what is distinctively American about US multinationals, asking how the US business system’s particular features influence their management of human resources across national borders. It shows that the transfer of ‘Americanness’ is not a technical, top-down, managerial process, but a highly political and ‘negotiated’ one in which groups and individuals at different levels within the company try to influence the terms of transfer. The book uses a wealth of empirical material to explore the ways in which US multinationals manage international employment relations in different host countries. Four areas of policy and practice are considered in detail: pay and performance; collective employee representation; the management of workforce ‘diversity’; and managerial careers. It shows how global HR policies are made; how they are diffused internationally; and how they are adopted, adapted, or resisted by overseas subsidiaries. It also explores some of the structures and processes that characterize US multinationals: the changing balance between centralization and subsidiary autonomy; the management of international learning; and the structure and role of the international human resource function.
Phillip Brown, Hugh Lauder, and David Ashton
- Published in print:
- 2010
- Published Online:
- May 2012
- ISBN:
- 9780199731688
- eISBN:
- 9780199944125
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199731688.003.0018
- Subject:
- Sociology, Occupations, Professions, and Work
This chapter studies the growing importance connected to the way companies are restructuring their global division of labor. It starts with a section on the human resources of a company, who are ...
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This chapter studies the growing importance connected to the way companies are restructuring their global division of labor. It starts with a section on the human resources of a company, who are considered as the sum total of individual skills, knowledge, and know-how that the company has at its disposal. It shows how the global auction has provided companies more strategic choices on how to create a new global division of labor. The next section examines the tension between competitive demands to cut long-term commitments and costs in order to maintain the loyalty, experience, and skills of their workforce. Finally, it considers two waves of offshoring.Less
This chapter studies the growing importance connected to the way companies are restructuring their global division of labor. It starts with a section on the human resources of a company, who are considered as the sum total of individual skills, knowledge, and know-how that the company has at its disposal. It shows how the global auction has provided companies more strategic choices on how to create a new global division of labor. The next section examines the tension between competitive demands to cut long-term commitments and costs in order to maintain the loyalty, experience, and skills of their workforce. Finally, it considers two waves of offshoring.
Jean‐Marc Coicaud
- Published in print:
- 2008
- Published Online:
- May 2008
- ISBN:
- 9780199532605
- eISBN:
- 9780191714627
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199532605.003.0010
- Subject:
- Economics and Finance, Development, Growth, and Environmental
The role of international organizations grows with the acceleration of globalization and the increasing importance of global governance. However, thus far, only limited and rather narrow research has ...
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The role of international organizations grows with the acceleration of globalization and the increasing importance of global governance. However, thus far, only limited and rather narrow research has been generated on the subject. It is a state of affairs that reflects on international studies, as well as on the power realities of the world. By assessing international organizations through the career prospects that they offer to skilled professionals, this chapter is an attempt to remedy this situation. As such it unveils some of the internal dynamics of international organizations and explores their external consequences in terms of the relations between international organizations, the people employed by these, and the power play (economic, social, political, and even cultural) at the national and international level.Less
The role of international organizations grows with the acceleration of globalization and the increasing importance of global governance. However, thus far, only limited and rather narrow research has been generated on the subject. It is a state of affairs that reflects on international studies, as well as on the power realities of the world. By assessing international organizations through the career prospects that they offer to skilled professionals, this chapter is an attempt to remedy this situation. As such it unveils some of the internal dynamics of international organizations and explores their external consequences in terms of the relations between international organizations, the people employed by these, and the power play (economic, social, political, and even cultural) at the national and international level.
Barbara McPake
- Published in print:
- 2011
- Published Online:
- January 2012
- ISBN:
- 9780199566761
- eISBN:
- 9780191731181
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199566761.003.0052
- Subject:
- Public Health and Epidemiology, Public Health, Epidemiology
The health workforce is the component of the health sector that determines the efficiency with which all others function. Conceived broadly to include all those who are ‘primarily engaged in actions ...
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The health workforce is the component of the health sector that determines the efficiency with which all others function. Conceived broadly to include all those who are ‘primarily engaged in actions with the primary intent of enhancing health’, the health workforce includes those who directly deliver health services, and those who determine what should be delivered, what can be delivered given available resources, and what will be delivered in reality; those who identify health information requirements, make plans, implement plans, and collect data; those who identify what medical products, vaccines, and technologies are purchased, stored, and distributed, and the standards applied at all stages; those who identify financing strategies and put them into practice at all levels; and those who establish leadership and governance systems, lead, and govern. This chapter outlines the current state of play concerning human resources in health, and the role of migration and the response of high- and middle/low-income countries. It then focuses on two case studies of Kenya and Ghana, before concluding with policy implications.Less
The health workforce is the component of the health sector that determines the efficiency with which all others function. Conceived broadly to include all those who are ‘primarily engaged in actions with the primary intent of enhancing health’, the health workforce includes those who directly deliver health services, and those who determine what should be delivered, what can be delivered given available resources, and what will be delivered in reality; those who identify health information requirements, make plans, implement plans, and collect data; those who identify what medical products, vaccines, and technologies are purchased, stored, and distributed, and the standards applied at all stages; those who identify financing strategies and put them into practice at all levels; and those who establish leadership and governance systems, lead, and govern. This chapter outlines the current state of play concerning human resources in health, and the role of migration and the response of high- and middle/low-income countries. It then focuses on two case studies of Kenya and Ghana, before concluding with policy implications.
Norbert Dreesch, Mario R Dal Poz, Gulin Gedik, Orvill Adams, and Timothy Evans
- Published in print:
- 2007
- Published Online:
- September 2009
- ISBN:
- 9780199237401
- eISBN:
- 9780191723957
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199237401.003.0046
- Subject:
- Public Health and Epidemiology, Public Health, Epidemiology
At the beginning of the 21st century, health systems in both industrialized and developing countries are becoming increasingly pluralistic, with diversified public, private, non-governmental ...
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At the beginning of the 21st century, health systems in both industrialized and developing countries are becoming increasingly pluralistic, with diversified public, private, non-governmental organizations, community, and home provision of care leading to greater complexity of health service organization. At the same time, political stewardship is often weak and challenged by strong interest groups. To manage the challenge of HIV better, countries need to strengthen various aspects of their health systems. Specific investments in strengthening health systems may improve the capacity of the system to plan and deliver services. Reforms at the sector level may strengthen incentives for efficiency; these include, for example, introduction of contractual relationships, decentralization of decision making, increased autonomy for health providers and integration of services. Also training capacity must be sufficient to respond to train appropriate healthcare personnel. Combating HIV calls for innovative, socially responsible and flexible approaches to human resources development and use.Less
At the beginning of the 21st century, health systems in both industrialized and developing countries are becoming increasingly pluralistic, with diversified public, private, non-governmental organizations, community, and home provision of care leading to greater complexity of health service organization. At the same time, political stewardship is often weak and challenged by strong interest groups. To manage the challenge of HIV better, countries need to strengthen various aspects of their health systems. Specific investments in strengthening health systems may improve the capacity of the system to plan and deliver services. Reforms at the sector level may strengthen incentives for efficiency; these include, for example, introduction of contractual relationships, decentralization of decision making, increased autonomy for health providers and integration of services. Also training capacity must be sufficient to respond to train appropriate healthcare personnel. Combating HIV calls for innovative, socially responsible and flexible approaches to human resources development and use.
