Globalizing Human Resource Management

As firms continue to become internationally minded, the role of international HR professionals is coming increasingly to the foreground of business. The realization that for success, companies must pay attention to foreign markets and competition is more widespread than ever. This book considers HRM in its global context, asking questions about what drives international HRM, how effective it is and how important it is for prosperity. Providing both a coherent overview of the field and a detailed practical analysis of modern management, this book is an important new addition to the HRM field. It draws upon current research from the Chartered Institute of Personnel and Development's Global Research Project and includes data, surveys and case-studies.

Chris Brewster is Professor of International HRM as Henley Management College.

List of illustrations

ix

About the authors

xi

Foreword

xiii

Preface

xv

Acknowledgments

xix

1 Understanding the impact of globalization on the role of IHR professionals

1

(14)

Introduction

1

(1)

IHRM in the literature

2

(6)

Research program methodology

8

(3)

The main challenges faced by global HR functions

11

(2)

Structure of this book

13

(2)

2 Globalization and HRM

15

(24)

Introduction

15

(1)

Perspectives on globalization

16

(2)

The nothing new or realist thesis

18

(2)

The IMF/positive perspective

20

(3)

Globalization as neo-colonialism

23

(3)

Globalization as a transformative social force

26

(2)

Universalist versus contextual paradigms

28

(2)

Cultural versus institutional explanations

30

(3)

The global convergence thesis

33

(2)

Regional and not global convergence?

35

(1)

Continued divergence or stasis?

35

(2)

Conclusion

37

(2)

3 Organizational drivers of globalization

39

(26)

Introduction

39

(1)

Firms within globalizing industries

40

(1)

Measuring the degree of internationalization of firms

41

(1)

The notion of organizational capability

42

(3)

Building rapid global presence and capability

45

(5)

Partnership arrangements

50

(1)

Building centers of excellence within organizations

51

(2)

Functional realignment surrounding global HRM

53

(5)

Factors driving organizational and international HR strategy

58

(1)

Towards a model of factors involved in the globalization of HRM

59

(3)

Conclusion

62

(3)

4 The impact of technology on global HRM

65

(20)

Introduction

65

(1)

Shared service models

66

(3)

Global e-enablement of HR processes

69

(2)

Implications for global HR

71

(2)

Constraints limiting the impact of technology on global HRM

73

(2)

Sharing information worldwide

75

(2)

Changes in the role of intermediaries in the HR supply chain brought about by e-enablement of HR

77

(2)

Enterprise modeling techniques

79

(2)

Conclusion: optimization or standardization: HR as the gatekeepers of national culture

81

(4)

5 Knowledge management and global expertise networks

85

(25)

Introduction

85

(1)

Transferring best practice globally

86

(1)

Knowledge transfer within globalizing organizations: the role of expatriates, joint ventures and acquisitions

87

(2)

Why bother transferring practices across borders?

89

(2)

The complexity of transferring cross-border ideas across multiple layers of management

91

(1)

The nature of HRM knowledge to be transferred

92

(3)

Lessons from the field of knowledge management

95

(3)

The role of global teams

98

(2)

Global knowledge transfer through HR networks

100

(2)

Global knowledge management strategies

102

(3)

Formalizing global HR centers of excellence

105

(3)

Conclusion

108

(2)

6 Developing global themes: capabilities, employer branding and talent management

110

(19)

Global themes and superordinate themes

110

(1)

Integration around core strategic competencies or capabilities

111

(4)

Employer branding

115

(5)

Talent management

120

(8)

Conclusion

128

(1)

7 Managing international mobility

129

(24)

Introduction

129

(1)

A process model

130

(5)

The boundaryless career

135

(1)

Strategy definition: targets and objectives definition

136

(1)

Operationalizing strategy in international staffing

137

(1)

International workerprofile definition

138

(2)

Willingness to move internationally

140

(1)

Fostering diversity in the expatriate population

141

(3)

Managing the global assignment cycle

144

(8)

Conclusion

152

(1)

8 Measuring the contribution of the corporate HR function

153

(26)

Introduction

153

(2)

Best practice approaches

155

(1)

Strategic contingency approaches

156

(2)

Configurational approach

158

(2)

Cultural limits to assumptions about best practice?

160

(3)

Studies on the international HR function

163

(1)

Efficiency: service level agreements

164

(2)

Effectiveness: evaluating high-impact projects

166

(3)

Balanced scorecards and HR scorecards

169

(1)

Perceptions of effectiveness

170

(2)

Measuring the value of international assignments

172

(3)

Audits for strategic aspects of global HRM

175

(1)

Diagnosing global HR positioning

176

(2)

Conclusion

178

(1)

9 Developing global HR professionals

179

(19)

Introduction

179

(1)

The effects of globalization on HR roles and professionalism in HRM

180

(1)

Professional community and sense of identity

181

(1)

Common standards and codes of conduct

182

(1)

Body of knowledge and core competencies

183

(1)

Requirement for training and certification

184

(1)

Professionalism of global HRM?

185

(3)

Roles for global HR professionals

188

(3)

Key competencies for global HR professionals

191

(5)

Conclusion

196

(2)

Bibliography

198

(23)

Index

221

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Globalizing Human Resource Management

Summary

Author Biography

Table of Contents

Supplemental Materials