This is an ideal foundation text for anyone studying or working in the International Human Resource Management (IHRM) arena. This text utilizes and incorporates most of what is currently known, researched or experienced in the field. It features data and examples from academic research, international businesses and consulting firms, as well as experiences of and interviews with HRM managers in multinational and global firms. This book offers both a theoretical and practical treatment of this important and constantly evolving area. Thoroughly updated and revised, this second edition now includes key terms, learning objectives, discussion questions and an end-of-book integrative case. It has been designed to lead readers through all of the key topics in a highly engaging and approachable way. This book focuses on IHRM within multi-national enterprises (MNEs) and covers topics including: * MNE and country culture * organizational structure, strategy and design * international joint ventures and cross-border mergers and acquisitions * labour standards, ethics and codes of conduct * selection and mangement of international assignees * training and management development * compensation and benefits * health and safety and crisis management * IHRM departments and professionals Uncovering precisely why IHRM is important for success in international business and how IHRM policies and practices function within the multinational enterprise, this outstanding textbook provides an essential foundation for an understanding of the theory and practice of IHRM. This book is essential reading for all students, lecturers and IHRM professionals.

Includes coverage of issues relating to every level of government (federal, state, and local agencies) as well as in nonprofit organizations Examines the latest management theories (such as employee engagement and motivation) and current issues including disability and LGBT inclusivity, privatization, merit systems, and family and medical leave The discussion is rooted in public policy issues, providing students with a better understanding of the actors involved and the broader context of personnel administration The focus on the human resource issues is important to the work of all managers--not just personnel specialists Abundant pedagogical tools, including learning objectives, summaries, and discussion questions, guide student understanding and foster critical thinking Exercises and case studies throughout the book can be assigned for individual or group work, helping students apply public personnel management concepts to real world situations.

The link between HRM and performance has become an important policy issue at both a national and a corporate level. HRM and Performance draws on the knowledge and expertise of a number of leading international scholars in the field of HRM to provide a comprehensive overview of the current state of HRM and identify fruitful directions for theory, research and practice. A central question throughout is - what's next for HRM and what are the keys to the future of managing people and performance?

The authors of this book contend that the civil service system, which was devised to create a uniform process for recruiting high-quality workers to government, is no longer uniform or a system. Nor does it help government find and retain the workers it needs to build a government that works. The current civil service system was designed for a government in which federal agencies directly delivered most public services. But over the last generation, privatization and devolution have increased the number and importance of government's partnerships with private companies, nonprofit organizations, and state and local governments. Government workers today spend much of their time managing these partnerships, not delivering services, and this trend will only accelerate in the future. The authors contend that the current system poorly develops government workers who can effectively manage these partnerships, resulting too often in a gap between promise and performance. This short, lively, and bipartisan volume, authored by the nation's leading experts on government management, describes what the government of the future will look like, what it will need to work well, and how in particular the nation can build the next generation of workers required to lead it.

Human resource management (HRM) is the predominant apparatus for people management across the world. Since its inception, HRM has nevertheless been subjected to critical scrutiny. This work has produced a corpus of literature now referred to as ‘Critical HRM’. This book on Critical HRM traces the development of the critical scholarly tradition in people management. It analyzes, organizes and synthesizes the various perspectives, ideas and arguments that constitute this critical tradition. The book identifies the current status and future trends of Critical HRM, and explores its ethico-political role in contemporary organizations, especially in the context of widespread public concern about making business more ethical. Incorporating under-researched and emerging issues of people management, such as the Global South and Critical HRM, with more established themes of Critical HRM, this book introduces Critical HRM’s critique of mainstream HRM and its underpinning assumptions. It illustrates how interventions have the potential to transform organizational policies and practices of managing people at work. The book will be of interest to professionals, researchers, and academics focusing on critical issues in people management across the Global South and North.

The field of Strategic Human Resource Management (SHRM) has burgeoned over the past thirty years. Over this time there has been a shift towards a strategic conception which posited workers as ‘assets’ rather than ‘costs’. These ‘human resources’ were reconceptualised as a key source of competitive advantage. As such, these assets were to be treated seriously: selected with care, trained and developed, and above all, induced to offer commitment. The concept of ‘human capital’ came to the fore, and in the decades following these developments, research output has been voluminous. Strategic Human Resource Management: A Research Overview, authored by global research leaders, provides an expert summary of this crucial element of organizational performance. This new shortform book develops the argument that one of the crucial elements of organizational performance is the way work is organized in skill and talent packages both within an organization’s boundary and across global competency clusters. Secondly, it focuses on current and emergent challenges. The ‘package’ of HR approaches has changed over time and patterns can be observed. This new volume pays special regard to the HR implications arising from radically altering contexts – economic, social, and technological. This concise volume covers crucial themes of lasting interest, and as such is essential reading for business scholars and professionals.

Public Personnel Management has served as an essential, concise reader for public personnel and human resource management courses in the fields of public administration, political science, and public policy over the last 25 years. Since the first edition published in 1991, the book has offered professors and students alike an in-depth look at cutting-edge developments beyond standard textbook coverage, to provide a broad understanding of the key management and policy issues facing public and nonprofit HRM today. Original chapters are written expressly for the text by leading public administration scholars, each focusing on specific and often controversial concerns for public personnel management, such as pensions, gender and sexuality, healthcare, unions, and a multi-generational workforce. Now in an extensively revised sixth edition, Public Personnel Management presents new, original chapters to examine developments of interest to researchers and practitioners alike, including: remote working, cybersecurity, public service motivation, the abandonment of traditional civil service at the state and local levels, the Affordable Care Act and its implications for practice, pension systems and labor relations, affirmative action, social equity, legislation surrounding LGBT rights, and – as the field of public personnel management becomes more internationalized – a chapter addressing public personnel management across Europe. This careful and thoughtful overhaul will ensure that Public Personnel Management remains a field-defining book for the next 25 years.