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International Human Resource Management: Concepts and Research
herausgegeben von Susanne RankThe function of Human Resource Management (HRM) is to support managers and employees alike to be committed to their work, as well as to work effectively and efficiently. In general, HRM deals with all HRM topics that can come up in working lifetime. In international companies, corporate HRM covers HRM concepts on an international basis. Whereas local HRM managers transfer the global HRM concepts and processes into local demands and adjust them if required and possible. The crucial issue deals with the question of how much a specific HR process should be standardized or localized according to national demands of local labor law or culture.
This book provides international HR managers and HR researchers with IHRM concepts by combining academic research with best practice approaches of several international companies. The first major section of this book covers specific IHRM concepts and research with an international perspective. The second section of the book focuses on HR processes aiming an increase in productivity, or focusing on lean HR processes. All chapters of this book were subjected to a double blind review process.
In chapter 1, Prof. Dr. Susanne Rank introduces the different IHRM frameworks and the comparative HRM debate on convergence vs. divergence of HR best practices.
In the chapter 2, Prof. Dr. Sabine Bacouël-Jentjens (ISC Paris Business School, France) introduces her research on the impact of local national culture on European Diversity. She compares the impact of French vs. Danish national culture on Diversity Management (DM) in French vs. Danish companies. It turns out that diversity in the company varies in different approaches, e. g. gender quotas, and is impacted by the local understanding of DM and legal requirements. The most effective DM appears to encourage a culture that values differences.
Prof. Dr. Sylwia Przytula (Wroclaw University of Economics, Poland) focus in chapter 3 on self-initiated expatriation as a new trend in international HRM. The main topics are how to classify self-initiated vs. posted expatriates and what the impact on HR expatriation policies will be.
Dr. Katarzyna Tracz-Krupa (Wroclaw University of Economics, Poland) presents the results of her research about Employee Development within the European Social Fund in Poland in chapter 4. It evaluates the EU grant impact on small and medium sized companies concerning how to set up, implement and monitor the employee development program.
In chapter 5, Prof. Dr. Susanne Rank introduces the generational differences in work values and leadership. The particular focus of her research is on generational differences in leadership motivation. Possible international differences concerning the generational differences on leadership motivation are discussed.
Which role does HRM play when it comes to increasing companies’ productivity? Chapter 6 discusses this aspect by using results from a meta-study by Prof. Dr. Ulrich Schüle of our University of Applied Sciences Mainz. Increasing overall job-satisfaction should be a starting point for all HR departments. He presents current HR research studies on training and employee participation in regards to whether these concepts increase employee productivity.
Taking up the point of standardization, Carolin Grode (Schott AG) discusses in chapter 7 global HR optimization through lean HR processes at SCHOTT AG. She points out that the challenge in optimizing HR processes is to distinguish between administrative tasks, which can be standardized, and consulting and creative tasks, which should not be standardized. Based on her experiences as a global HR project lead piloting she summarizes eight success factors on lean management for selected HR processes at Schott AG.
This IHRM book is based on a collaboration IHRM project of the University of Applied Sciences Mainz with the University of Wroclaw and the ISEC School of Business in Paris. The starting point was the IHRM conference within the International Week of the University of Applied Sciences Mainz in April 2016.
This book provides international HR managers and HR researchers with IHRM concepts by combining academic research with best practice approaches of several international companies. The first major section of this book covers specific IHRM concepts and research with an international perspective. The second section of the book focuses on HR processes aiming an increase in productivity, or focusing on lean HR processes. All chapters of this book were subjected to a double blind review process.
In chapter 1, Prof. Dr. Susanne Rank introduces the different IHRM frameworks and the comparative HRM debate on convergence vs. divergence of HR best practices.
In the chapter 2, Prof. Dr. Sabine Bacouël-Jentjens (ISC Paris Business School, France) introduces her research on the impact of local national culture on European Diversity. She compares the impact of French vs. Danish national culture on Diversity Management (DM) in French vs. Danish companies. It turns out that diversity in the company varies in different approaches, e. g. gender quotas, and is impacted by the local understanding of DM and legal requirements. The most effective DM appears to encourage a culture that values differences.
Prof. Dr. Sylwia Przytula (Wroclaw University of Economics, Poland) focus in chapter 3 on self-initiated expatriation as a new trend in international HRM. The main topics are how to classify self-initiated vs. posted expatriates and what the impact on HR expatriation policies will be.
Dr. Katarzyna Tracz-Krupa (Wroclaw University of Economics, Poland) presents the results of her research about Employee Development within the European Social Fund in Poland in chapter 4. It evaluates the EU grant impact on small and medium sized companies concerning how to set up, implement and monitor the employee development program.
In chapter 5, Prof. Dr. Susanne Rank introduces the generational differences in work values and leadership. The particular focus of her research is on generational differences in leadership motivation. Possible international differences concerning the generational differences on leadership motivation are discussed.
Which role does HRM play when it comes to increasing companies’ productivity? Chapter 6 discusses this aspect by using results from a meta-study by Prof. Dr. Ulrich Schüle of our University of Applied Sciences Mainz. Increasing overall job-satisfaction should be a starting point for all HR departments. He presents current HR research studies on training and employee participation in regards to whether these concepts increase employee productivity.
Taking up the point of standardization, Carolin Grode (Schott AG) discusses in chapter 7 global HR optimization through lean HR processes at SCHOTT AG. She points out that the challenge in optimizing HR processes is to distinguish between administrative tasks, which can be standardized, and consulting and creative tasks, which should not be standardized. Based on her experiences as a global HR project lead piloting she summarizes eight success factors on lean management for selected HR processes at Schott AG.
This IHRM book is based on a collaboration IHRM project of the University of Applied Sciences Mainz with the University of Wroclaw and the ISEC School of Business in Paris. The starting point was the IHRM conference within the International Week of the University of Applied Sciences Mainz in April 2016.