Elaine Farndale

This revised and fully updated third edition of a bestselling textbook provides an in-depth examination of international human resource management, enabling readers to develop a strong understanding of the strategic management of people in organizations globally. It integrates comparative approaches to human resource management and moves beyond traditional, expatriate-focused perspectives to offer a broader treatment of contemporary cultural, institutional, and organizational challenges. Featuring cutting-edge insights into the field, this textbook is an essential resource for advanced undergraduate and postgraduate courses in international human resource management and global talent management. This third edition reflects the evolving global landscape of work (including generative artificial intelligence, shifting geopolitics, and a focus on sustainability), featuring all-new vignettes and discussion questions to guide learning. The textbook will also benefit instructors and courses in human resource management that seek to embed an international and contemporary perspective in their teaching. Key Features Explores how globalization, digitalization, and new forms of work are reshaping international human resource management Presents updated and extensive coverage of key international human resource management topics and debates Includes case studies that highlight critical aspects of international human resource management and provide students with applied insights and practical advice Includes teaching materials and chapter slides to support effective classroom learning

This revised and fully updated third edition of a bestselling textbook provides an in-depth examination of international human resource management, enabling readers to develop a strong understanding of the strategic management of people in organizations globally. It integrates comparative approaches to human resource management and moves beyond traditional, expatriate-focused perspectives to offer a broader treatment of contemporary cultural, institutional, and organizational challenges. Featuring cutting-edge insights into the field, this textbook is an essential resource for advanced undergraduate and postgraduate courses in international human resource management and global talent management. This third edition reflects the evolving global landscape of work (including generative artificial intelligence, shifting geopolitics, and a focus on sustainability), featuring all-new vignettes and discussion questions to guide learning. The textbook will also benefit instructors and courses in human resource management that seek to embed an international and contemporary perspective in their teaching. Key Features Explores how globalization, digitalization, and new forms of work are reshaping international human resource management Presents updated and extensive coverage of key international human resource management topics and debates Includes case studies that highlight critical aspects of international human resource management and provide students with applied insights and practical advice Includes teaching materials and chapter slides to support effective classroom learning

What is Human Resource Strategy? How are human resource strategies formulated and how can we explain the variance between what is espoused and what is actually implemented? What impact – if any – does human resource strategy have on the organization’s “bottom line,” and how can this impact be explained? Is there one best HR strategy for all firms, or is the impact of HR strategy on performance contingent on some set of organizational, technological or environmental factors? Human Resource Strategy, third edition, provides an overview of the academic and practitioner responses to these and other questions. Applying an integrative framework, the authors review over thirty years’ worth of empirical and theoretical research in an attempt to reconcile often-conflicting conceptual models and equivocal empirical findings. The book supports students in applying theory to practice and presents much of the relevant research in the context of the critical strategic decisions that executives are often forced to make with regard to human resource investments and deployments. As a result, often-complex theoretical models and scientific findings are presented such that they are not only understandable but also highly relevant to non-research-oriented practitioners. This new edition includes new chapters on innovations in HR strategies and diversity and introduces more practical examples. This book is an ideal resource for students and practitioners alike.

What is Human Resource Strategy? How are human resource strategies formulated and how can we explain the variance between what is espoused and what is actually implemented? What impact – if any – does human resource strategy have on the organization’s “bottom line,” and how can this impact be explained? Is there one best HR strategy for all firms, or is the impact of HR strategy on performance contingent on some set of organizational, technological or environmental factors? Human Resource Strategy, third edition, provides an overview of the academic and practitioner responses to these and other questions. Applying an integrative framework, the authors review over thirty years’ worth of empirical and theoretical research in an attempt to reconcile often-conflicting conceptual models and equivocal empirical findings. The book supports students in applying theory to practice and presents much of the relevant research in the context of the critical strategic decisions that executives are often forced to make with regard to human resource investments and deployments. As a result, often-complex theoretical models and scientific findings are presented such that they are not only understandable but also highly relevant to non-research-oriented practitioners. This new edition includes new chapters on innovations in HR strategies and diversity and introduces more practical examples. This book is an ideal resource for students and practitioners alike.

The revised and fully updated second edition of this textbook illustrates the multi-layered knowledge accumulated in the field of international human resource management, developing understanding of the strategic management of people in organizations in a global context. It integrates comparative approaches to human resource management, extending beyond traditional coverage of the field to provide a broader overview of contemporary cultural, institutional and organizational challenges. Featuring cutting-edge insights into the field, this book is a crucial resource for advanced undergraduate and postgraduate courses in international human resource management and global talent management. It will also benefit instructors of courses in human resource management who wish to introduce an international perspective in their teaching. Key features include:Updated extensive coverage of key international human resource management issuesOriginal case studies that draw attention to key aspects of international human resource management and offer students practical perspectives on the fieldTeaching materials and chapter slides to support classroom learning.

The revised and fully updated second edition of this textbook illustrates the multi-layered knowledge accumulated in the field of international human resource management, developing understanding of the strategic management of people in organizations in a global context. It integrates comparative approaches to human resource management, extending beyond traditional coverage of the field to provide a broader overview of contemporary cultural, institutional and organizational challenges. Featuring cutting-edge insights into the field, this book is a crucial resource for advanced undergraduate and postgraduate courses in international human resource management and global talent management. It will also benefit instructors of courses in human resource management who wish to introduce an international perspective in their teaching. Key features include:Updated extensive coverage of key international human resource management issuesOriginal case studies that draw attention to key aspects of international human resource management and offer students practical perspectives on the fieldTeaching materials and chapter slides to support classroom learning.

The book expounds the macro-level relationship between strategy, HRM, and performance, addressing important challenges that have constrained research and practice to date. Adopting a critical perspective, the first challenge is a narrow definition of 'performance' that has been largely driven by a managerialist, profit motive, with little regard for the human element. This book proposes adopting a more balanced approach towards measuring performance, encompassing both organizational financial performance as well as employee well-being. The second challenge is that HRM has largely been considered a universalistic phenomenon, rather than needing to be understood in the context in which an organization is operating. The book puts forward the argument for a more context-centric perspective, culminating in the development of the Contextual Strategic Human Resource Management Framework. The book emphasizes the importance of strategy, alignment, context, the role of actors, and a holistic conceptualisation of performance. Embedded in all chapters is a focus on achieving an appropriate balance between options, rather than providing a universalistic solution to all human resource management challenges.

The book expounds the macro-level relationship between strategy, HRM, and performance, addressing important challenges that have constrained research and practice to date. Adopting a critical perspective, the first challenge is a narrow definition of 'performance' that has been largely driven by a managerialist, profit motive, with little regard for the human element. This book proposes adopting a more balanced approach towards measuring performance, encompassing both organizational financial performance as well as employee well-being. The second challenge is that HRM has largely been considered a universalistic phenomenon, rather than needing to be understood in the context in which an organization is operating. The book puts forward the argument for a more context-centric perspective, culminating in the development of the Contextual Strategic Human Resource Management Framework. The book emphasizes the importance of strategy, alignment, context, the role of actors, and a holistic conceptualisation of performance. Embedded in all chapters is a focus on achieving an appropriate balance between options, rather than providing a universalistic solution to all human resource management challenges.