You are previewing Managing People Globally.
O'Reilly logo
Managing People Globally

Book Description

This wide-ranging review of human resources management (HRM) in Asia draws attention to issues which are substantially different from those which a Western-trained manager or student would expect. Intra-regional issues are examined and, in an unusual approach, topics are organised thematically, rather than by the more typical country-by-country approach.

  • Considers the influences on HRM, including the political, economic and social contexts and expectations
  • Discusses organisational behaviour impacts on HRM
  • Review of HRM in Asia with topics and practices organised thematically and integrated, rather than by country

Table of Contents

  1. Cover image
  2. Title page
  3. Table of Contents
  4. Copyright
  5. Dedication
  6. List of figures and tables
  7. Acknowledgements
  8. Abbreviations
  9. About the authors
  10. Chapter 1: Introduction: HRM context, development and scope
    1. 1.1 Introduction
    2. 1.2 Chapter features and the wider relevance of HRM
    3. 1.3 What is HRM?
    4. 1.4 Rhetoric and reality in HRM
    5. 1.5 Tensions in HRM
    6. 1.6 A strategic role?
    7. 1.7 The context of HRM
    8. 1.8 Scope
    9. 1.9 Conclusion
  11. Chapter 2: Employee resourcing
    1. 2.1 Introduction
    2. 2.2 Overview
    3. 2.3 HRP
    4. 2.4 Activities in HRP
    5. 2.5 Methods and data in HRP
    6. 2.6 Impacts on HRP
    7. 2.7 HRP in practice
    8. 2.8 Recruitment and selection
    9. 2.9 Stages
    10. 2.10 Sources and methods of recruitment and selection
    11. 2.11 Selection
    12. 2.12 Methods
    13. 2.13 Recruitment and selection in practice
    14. 2.14 Conclusion
  12. Chapter 3: Employee rewards
    1. 3.1 Introduction
    2. 3.2 Overview
    3. 3.3 Rewards and integration
    4. 3.4 Types of reward
    5. 3.5 Determinants
    6. 3.6 Performance-related rewards
    7. 3.7 PRP schemes
    8. 3.8 Difficulties with PRP
    9. 3.9 Rewards in practice
    10. 3.10 Conclusion
  13. Chapter 4: Employee development
    1. 4.1 Introduction
    2. 4.2 Overview
    3. 4.3 Training
    4. 4.4 Management development
    5. 4.5 Factors shaping provision and effectiveness
    6. 4.6 Determining and locating training
    7. 4.7 Evaluation
    8. 4.8 Training in practice
    9. 4.9 International comparisons in training
    10. 4.10 Variety in training provision
    11. 4.11 Performance appraisal
    12. 4.12 Methods and techniques
    13. 4.12.4 Ranking
    14. 4.13 Potential problems with performance appraisal
    15. 4.14 International comparisons in performance appraisal
    16. 4.15 Conclusion
  14. Chapter 5: Employee relations
    1. 5.1 Introduction
    2. 5.2 Overview
    3. 5.3 Employee relations
    4. 5.4 Concept of a ‘system’
    5. 5.5 Strategic choice
    6. 5.6 Frames of reference
    7. 5.7 Individualism versus collectivism
    8. 5.8 Partnership
    9. 5.9 The future of employee relations
    10. 5.10 Employee involvement
    11. 5.11 Forms of employee involvement
    12. 5.12 Conclusion
  15. Chapter 6: Conclusion
    1. 6.1 Introduction
    2. 6.2 Key points
    3. 6.3 Comparisons
    4. 6.4 The future of HRM
    5. 6.5 Conclusion
  16. Contemporary developments
  17. Managing people – as seen in art and culture
  18. Case studies
  19. Index