Managing People Globally

Professor Chris Rowley has affiliations at IHCR, Korea University, Korea and IBAS, Griffith University, Australia as well as IAPS, Nottingham University, UK and Cass Business School, City University, London, UK and has been a Korea Foundation Research Fellow. He is Editor of the journals Asia Pacific Business Review and Journal of Chinese Human Resource Management and also Series Editor of the Working in Asia and Asian Studies book series. He has given a range of talks and lectures to universities and companies internationally, with research and consultancy experience with unions, business and government. He has published widely in the area of Human Resource Management and Asian business, with over 500 articles, books and chapters and practitioner pieces as well as being interviewed and quoted in a range of practitioner reports and magazines, radio and newspapers globally. Dr Wes Harry is a manager with wide experience in Asia from the Middle East to East Asia. Dr Harry is an international business manager and academic and Visiting Fellow at Cass Business School. In a career spanning 25 years and over 50 countries, he has held senior management positions in Asia and the Middle East in banks, airlines and the oil industry. Wes has mainly been the Head of HR for his employers but he has also held general management positions and headed IT, properties and finance functions.

• DedicationList of figures and tablesAcknowledgementsAbbreviationsAbout the authorsChapter 1: Introduction: HRM context, development and scope1.1 Introduction1.2 Chapter features and the wider relevance of HRM1.3 What is HRM?1.4 Rhetoric and reality in HRM1.5 Tensions in HRM1.6 A strategic role?1.7 The context of HRM1.8 Scope1.9 ConclusionChapter 2: Employee resourcing2.1 Introduction2.2 Overview2.3 HRP2.4 Activities in HRP2.5 Methods and data in HRP2.6 Impacts on HRP2.7 HRP in practice2.8 Recruitment and selection2.9 Stages2.10 Sources and methods of recruitment and selection2.11 Selection2.12 Methods2.13 Recruitment and selection in practice2.14 ConclusionChapter 3: Employee rewards3.1 Introduction3.2 Overview3.3 Rewards and integration3.4 Types of reward3.5 Determinants3.6 Performance-related rewards3.7 PRP schemes3.8 Difficulties with PRP3.9 Rewards in practice3.10 ConclusionChapter 4: Employee development4.1 Introduction4.2 Overview4.3 Training4.4 Management development4.5 Factors shaping provision and effectiveness4.6 Determining and locating training4.7 Evaluation4.8 Training in practice4.9 International comparisons in training4.10 Variety in training provision4.11 Performance appraisal4.12 Methods and techniques4.12.4 Ranking4.13 Potential problems with performance appraisal4.14 International comparisons in performance appraisal4.15 ConclusionChapter 5: Employee relations5.1 Introduction5.2 Overview5.3 Employee relations5.4 Concept of a ‘system’5.5 Strategic choice5.6 Frames of reference5.7 Individualism versus collectivism5.8 Partnership5.9 The future of employee relations5.10 Employee involvement5.11 Forms of employee involvement5.12 ConclusionChapter 6: Conclusion6.1 Introduction6.2 Key points6.3 Comparisons6.4 The future of HRM6.5 ConclusionContemporary developmentsManaging people – as seen in art and cultureCase studiesIndex