Context is increasingly recognised as a critical explanatory variable in accounting for commonalities and differences in human resource management. Giving expression to it in research models holds the prospect of enhancing theory development, deepening our appreciation of embedded practices in diverse territories, and opening up new lines of enquiry. However, contextualisation presents a significant research challenge and increasingly, international academic research networks that bring together scholars from different countries in the co-production of knowledge represent a key approach to rising to this challenge. This volume documents aspects of the development of one such network, namely the Cranet Network on International Human Resource Management, and presents a series of recent contributions from the network. The chapters highlight, inter alia, the limits to convergence in human resource management as a result of contextual determinism, the role of institutional actors, markets, and work regulation in accounting for variations in practices, the contextual specificities and dynamics at play in transition economies, along with key methodological challenges that arise when seeking to build cumulative comparative knowledge via network collaborations of this nature. The chapters in this book were originally published as a special issue of International Studies of Management & Organization.

Effective Human Resource Management is the Center for Effective Organizations' (CEO) sixth report of a fifteen-year study of HR management in today's organizations. The only long-term analysis of its kind, this book compares the findings from CEO's earlier studies to new data collected in 2010. Edward E. Lawler III and John W. Boudreau measure how HR management is changing, paying particular attention to what creates a successful HR function—one that contributes to a strategic partnership and overall organizational effectiveness. Moreover, the book identifies best practices in areas such as the design of the HR organization and HR metrics. It clearly points out how the HR function can and should change to meet the future demands of a global and dynamic labor market. For the first time, the study features comparisons between U.S.-based firms and companies in China, Canada, Australia, the United Kingdom, and other European countries. With this new analysis, organizations can measure their HR organization against a worldwide sample, assessing their positioning in the global marketplace, while creating an international standard for HR management.

This second, updated and extended edition of the Handbook of Research on Comparative Human Resource Management draws on the work of many of the world’s leading researchers in the field to present the state of the art to scholars, students and practitioners. The Handbook provides a detailed focus on the theoretical underpinnings of Comparative HRM, on comparative studies of specific areas of HRM practice and on the unique features of HRM in all the main regions of the world.

Volume Three of the Classics of Comparative Policy Analysis, contains chapters concerned with "Regional Comparisons and Policy Analysis" – one of the most prevailing approaches in comparative public policy. Through the prism of inter-jurisdiction comparisons of similarities and variations, they address comparisons in specific policy sectors, governance or institutional constructs, and political regimes. The foci are, nevertheless, on those comparisons between countries or regions, which help to lesson-draw by identifying and understanding the variation in policy analysis and policy making that exists within or across regions. One benefit of regional comparisons is that it often allows studies to hold constant many variables, ranging from colonial legacy to federal systems, or from language to specific traditions, and more effectively isolate dependent variables. Regional organizations like the Organization for Economic Co-operation and Development (OECD) or European Union are also considered as catalysts for regional policy approaches and harmonization, and occupy a major role in this volume. The chapters address a broad and diverse number of countries and geographical areas: Latin America, North America, East Asia, Southeast Asia, Southern Africa, the Baltic states, the Nordic states, Western Europe, Central Europe, Eastern Europe, and Europe as a whole. "Regional Comparisons and Policy Analysis" will be of great interest to scholars and learners of public policy and social sciences, as well as to practitioners considering what can be learned or facilitated through methodologically and theoretically sound approaches. The chapters were originally published as articles in the Journal of Comparative Policy Analysis which in the last two decades has pioneered the development of comparative public policy. The volume is part of a four-volume series, the Classics of Comparative Policy Analysis including Theories and Methods, Institutions and Governance, Regional Comparisons, and Policy Sectors. Each volume showcases a different new chapter comparing domains of study interrelated with comparative public policy: political science, public administration, governance and policy design, authored by the JCPA co-editors Giliberto Capano, Iris Geva-May, Michael Howlett, Leslie A. Pal and B. Guy Peters.

Techniques for evaluating the human resource function, and measuring its bottom-line contribution. This guide develops a results-based approach to human resources that keeps an eye on the bottom line. Based on actual experiences, accepted practices, and a strong 10-year research base, it clearly shows you how to: Uncover and monitor the costs of human resource (HR) programs Develop programs emphasizing accountability Design data-collection instruments for evaluation Measure the contribution of human resources Calculate the return on investment Elevate management's commitment to HR programs Phillips' nine-step, results-based human resource model helps you analyze, create, and execute successful HR programs. In addition, you'll find a Human Resources Effectiveness Index you can use to measure the overall effectiveness of HR performance. A benchmarking chapter assists you in comparing your success against other organizations. HR professionals, top- and middle-level managers, and students of human resources management will find this book an invaluable resource in which each technique and idea has been tested and proven in actual practice. 'Accountability in Human Resource Management' develops a results-based approach to human resources that keeps an eye on the bottom line. Based on actual experiences, accepted practices, and a strong 10-year research base, it clearly shows you how to: *Uncover and monitor the costs of human resource (HR) programs *Develop programs emphasizing accountability *Design data-collection instruments for evaluation *Measure the contribution of human resources *Calculate the return on investment *Elevate management's commitment to HR programs Phillips' nine-step, results-based human resource model helps you analyze, create, and execute successful HR programs. In addition, you'll find a Human Resources Effectiveness Index you can use to measure the overall effectiveness of HR performance. A benchmarking chapter assists you in comparing your success against other organizations. HR professionals, top- and middle-level managers, and students of human resources management will find this book an invaluable resource in which each technique and idea has been tested and proven in actual practice.

In recent years scholars and practitioners have increasingly recognized that human resource management (HRM) has paid insufficient attention to the impact of context. While research has been devoted to examining the impact of national context on HRM systems, this literature has been largely separate from that focused on other levels of context affecting organizational choices in HRM strategies, such as the impact of the organizational environment, industry sector, occupation or workforce characteristics. In addition, research has tended to consider elements of context in isolation rather than considering its impact at different levels. The goal of The Oxford Handbook of Contextual Approaches to Human Resource Management is to provide a more holistic approach to developing a contextual understanding of HRM. This Handbook offers a comprehensive understanding of the influence of contextual characteristics on the design and implementation of HRM systems. Rather than focusing on a single level or approach to examining context, the Handbook provides both conceptual and empirical analyses of different elements of context using a range of different lenses and measures. In order to explore the influence of contextual factors at multiple levels, the volume assembles a range of detailed accounts of how context affects the design, implementation and impact of HRM activities.

Managing today’s lands is becoming an increasingly difficult task. Complex ecological interactions across multiple spatiotemporal scales create diverse landscape responses to management actions that are often novel, counter-intuitive and unexpected. To make matters worse, exotic invasions, human land use, and global climate change complicate this complexity and make past observational ecological studies limited in application to the future. Natural resource professionals can no longer rely on empirical data to analyze alternative actions in a world that is rapidly changing with few historical analogs. New tools are needed to synthesize the high complexity in ecosystem dynamics into useful applications for land management. Some of the best new tools available for this task are ecological and landscape simulation models. However, many land management professionals and scientists have little expertise in simulation modeling, and the costs of training these people will probably be exorbitantly high because most ecosystem and landscape models are exceptionally complicated and difficult to understand and use for local applications. This book was written to provide natural resource professionals with the rudimentary knowledge needed to properly use ecological models and then to interpret their results. It is based on the lessons learned from a career spent modeling ecological systems. It is intended as a reference for novice modelers to learn how to correctly employ ecosystem landscape models in natural resource management applications and to understand subsequent modeling results.

This review represents a new policy approach for public sector reviews, linking the traditional thematic public employment and strategic human resource management (HRM) framework to public sector innovation and service delivery challenges in the Dominican Republic.