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Human Resource Management in China Revisited
This edited volume first considers the economic background of the recent changes in HRM in the People's Republic of China from 1978 to the present day, exploring the change from a command economy to a more market-led one. It then goes on to look at the demise of so-called 'iron rice bowl' policy once dominated by a Soviet-inspired Personnel Management model to one now characterized by possibly Japanese, as well as Western-influenced HRM, albeit with what are widely described as 'Chinese characteristics'. Finally, it concludes with a comparative analysis of the contributions in the book on China vis-a-vis an appraisal of these with the national HRM systems of Japan and South Korea. This volume was previously published as a special issue of the International Journal of Human Resource Management.
Expatriates and Managing Global Mobility
Multinational enterprises continue to rely heavily upon expatriates as part of their global workforce. These expatriates, whose exact employment contract may take different forms, are assigned to help them develop global skills as well as to foster knowledge transfer. But managing this expatriate workforce is extremely complex, requiring a questioning of assumptions and sensitivity to new social and cultural dynamics. This book sets out to examine the problem of expatriate management through an I/O Psychology lens. Each chapter draws upon the expertise of scholars from around the world to provide insights into the latest research findings and remaining needs, pertaining to a wide variety of ...
China's Managerial Revolution
The reform of Chinese management has been high on the PRC government's agenda. Since 1978, while China has been moving from a command economy to a socialist market economy, it has had to turn its economic cadres into managers as part of its "Four Modernizations" and "Open Door" reform policies. The contributors here examine in detail the "managerial revolution" now taking place in China. Special attention is given to ways in which the Dengist market-driven model has been introduced at macro- and then micro-enterprise level; the introduction of the "contract responsibility" system which has increased managers' autonomy in decision making; and the ways in which many of the old state "dinosaur" firms are being in effect "privatized", with enormous inplications for both managers and workers. The analysis centres on reform in the areas of HRM, joint-venture creation, managerial motivation, managing corporate networks and organizational learning.
A Framework for Human Resource Management
This brief edition on human resources management is intended for undergraduate or graduate courses. It offers Web exercises for every chapter, password protected instructor support material and syllabus manager.
Human Resource Management
Ivancevich's Human Resource Management, 10e takes a managerial orientation; that is it takes the position that HRM is relevant to managers in every unit, project, or team. Managers are constantly faced with HRM issues, problems, and decision-making and the text's primary goal is to show how each manager must be a human resource problem solver and diagnostician. This book pays attention to the application of HRM approaches in "real" organizational settings and situations. Realism, understanding, and critical thinking were important in the revision. Students and faculty alike have identified readability and relevance as key strengths of the text. It provides a book that stimulates ideas and keeps all users up-to-date on HRM thinking and practice.
外文期刊漢學論評彙目
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TIMS/ORSA Bulletin
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Conflict and Innovation
This book features China's newly emergent transnational management culture. It uses established and new methodologies to analyze how different types of Sino-foreign joint enterprises manage cultural differences and negotiate strategies that contain conflicts and frustrations. In doing so, the book suggests alternative pathways toward innovative business management in China.
Managing Across Cultures
This is a book about managing across cultures: the threats and opportunities, the problems and possibilities. The authors explore how national culture can impact on the effectiveness of managers and companies, and how national culture can interact with corporate and industry culture to create competitive advantage.
