LEADER 05984oam 2200745La 450 001 9910777956903321 005 20100929044133.0 010 $a1-280-77160-7 010 $a9786613682376 010 $a1-84950-526-8 035 $a(CKB)1000000000765839 035 $a(EBL)453283 035 $a(OCoLC)609843576 035 $a(SSID)ssj0000360588 035 $a(PQKBManifestationID)12082364 035 $a(PQKBTitleCode)TC0000360588 035 $a(PQKBWorkID)10347331 035 $a(PQKB)10452039 035 $a(MiAaPQ)EBC453283 035 $a(Au-PeEL)EBL453283 035 $a(CaPaEBR)ebr10310672 035 $a(OCoLC)ocn463190855 035 $a(PPN)142575801 035 $a(EXLCZ)991000000000765839 100 $a20080523d2008 uy 0 101 0 $aeng 135 $aurun||||||||| 181 $ctxt 182 $cc 183 $acr 200 04$aThe global diffusion of human resource practices$b[electronic resource] $einstitutional and cultural limits /$fedited by John J. Lawler, Greg Hundley 205 $a1st ed. 210 $aBingley, UK $cEmerald JAI$d2008 215 $a1 online resource (308 p.) 225 0 $aAdvances in international management,$x1571-5027 ;$vv. 21 300 $aDescription based upon print version of record. 311 $a0-7623-1401-X 320 $aIncludes bibliographical references. 327 $aFront Cover; Advances in international management; Copyright page; Contents; List of contributors; Introduction; References; Chapter 1. Competitiveness and the employment relationship in Europe: Is there a global missing link in HRM quest; Human resource management (HRM) and global competitiveness: Is there a common denominator quest; What is competitiveness quest Developing an indicator for the 21st century; Toward a competitive index based on human capital; Moving to a micro focus: What attitudes and values are associated with competitiveness quest 327 $aCompetitiveness and the employment relationship Conclusions: Toward a global HRM model under the competitiveness imperative; Notes; Bibliography; Chapter 2. Multinationals and national systems of employment relations: Innovators or adapters quest; Introduction; The global - local question and its critics; Method; Findings; Discussion: The role of sector-specific conditions; Conclusion; Acknowledgments; References; Chapter 3. Two failed attempts and one success: The introduction of teamwork at SEAT-Volkswagen; Introduction; Theoretical framework; Employee representation at SEAT; Discussion 327 $aConclusions Notes; References; Chapter 4. Managing human resources in South Africa: A multinational firm focus; Introduction; Contextual background; Theoretical perspectives: human resources and multinational companies in South Africa; MNC and local firm dimensions of human resource management; Employment relations and legislative developments; Employment equity legislation and human resource practices; Broad-based Black economic empowerment (BEE) and human resource management; Managing diversity and changing managerial styles; Conclusions and implications 327 $aChapter 5. Human capital theory and practice in Russian enterprisesIntroduction; Theoretical framework; Method; Results; Discussion; References; Chapter 6. The adoption of HR strategies in a Confucian context; Confucianism and HR practices in Taiwan; HR systems in transformation; HR systems and firm performance; Methodology; Results; Notes; References; Chapter 7. Toward a model of gender diversity in the workplace in East Asia: Preliminary evidence from manufacturing industries in Taiwan; Literature review; Women in organizations in Taiwan; Research methods; Findings 327 $aDiscussion and implications Conclusion; References; Chapter 8. Cross-national differences in the determination of pay fairness judgments: Do cultural differences play a role quest; Introduction; Determinants of perceptions of pay fairness: The research record; Theoretical framework; Data and research method; Samples; Results; Discussion and conclusions; Notes; References; Appendix A. Instructions for pay fairness survey instrument; Appendix B. Coding scheme for pay fairness determinants; Appendix C. Items for horizontal and vertical individualism and collectivism 327 $aChapter 9. Individualism and collectivism in Lebanon: Correlations with socioeconomic factors and effects on management and human resources practices 330 $aThe competitive forces generated by globalization act to promote the cross-national diffusion of human resource management 'best practices'. In particular, high performance work practices have come to be viewed as the standard as companies in many parts of the world have endeavored to 'Americanize' their employment and management systems. Yet cultural, institutional, and ideological forces continue to offer resistance to the global convergence of HR practices. This volume contains papers from authors in Europe, Asia, Africa, and US who explore diffusion in a variety of national contexts. Different methodologies and perspectives provide a range of interpretations regarding diffusion and convergence. 410 0$aAdvances in international management ;$vv. 21. 606 $aPersonnel management 606 $aManagement 606 $aPersonnel & human resources management$2bicssc 606 $aBusiness & Economics$xHuman Resources & Personnel Management$2bisacsh 615 0$aPersonnel management. 615 0$aManagement. 615 7$aPersonnel & human resources management. 615 7$aBusiness & Economics$xHuman Resources & Personnel Management. 676 $a658.3 701 $aLawler$b John J$01548717 701 $aHundley$b Greg$01548718 801 0$bNz 801 1$bUV0 801 2$bOCLCQ 801 2$bZJC 906 $aBOOK 912 $a9910777956903321 996 $aThe global diffusion of human resource practices$93805937 997 $aUNINA