International Human Resource Management: Managing People in a Multinational Context (Fifth Edition)

Citation

Peretiatko, R. (2009), "International Human Resource Management: Managing People in a Multinational Context (Fifth Edition)", Management Research News, Vol. 32 No. 1, pp. 91-92. https://doi.org/10.1108/01409170910922050

The growth in international business over the past decades has made it important for business academics to incorporate the international aspects of doing business in their teaching. Not only are the international aspects of doing business important to appreciate, but many countries such as Australia are experiencing large influxes of immigrants from many parts of the world and this is beginning to have an impact on business practices domestically. This textbook provides a thorough overview of the human resource management (HRM) issues faced when doing business internationally or cross‐culturally. As evidenced by the fact that this is the fifth edition, this book has been written by a group of very experienced academics well versed in the issues associated with international HRM. The book addresses real world business issues through the use of cases that challenge the reader to apply the concepts discussed in the book.

International Human Resource Management: Managing People in a Multinational Context is targeted at students at both the undergraduate and postgraduate levels. It also is an extremely useful reference for the practising human resources (HR) professional who has to deal with international HRM issues in their organization. For students, it provides a comprehensive introduction to international HRM concepts. For the HR professional, it provides a convenient checklist of issues that can be considered when setting and implementing international HR strategy.

The book is divided into twelve chapters and in addition includes a set of comprehensive cases that illustrate some of the international HRM challenges that can be faced in the real world and provide the reader with opportunity to apply the concepts studied. The book itself covers the typical issues associated with the HR function in a logical manner. The book's structure follows the following HR themes in an international context: international business and HR planning issues (chapters 1‐3), staffing (recruitment, selection, placement) (chapters 4‐5), training and development (chapter 6), compensation (remuneration) and benefits (chapter 7), international staff repatriation issues (chapter 8), host country HR issues (chapter 9), industrial relations (chapter 10), performance management (chapter 11) and international HRM trends (chapter 12).

Chapter 1 (Introduction) of the book, outlines the key HR issues faced by businesses when they are planning international operations developing the contextual landscape for the rest of the book. Chapter 2 (The Organizational Context) discusses the types of organizational structures and their adaptation to internationalization in the context of the various entry modes used by them. Chapter 3 (The Context of Cross‐border Alliances and SMEs) focuses on particularly equity‐based cross‐border alliances such as mergers and acquisitions and international joint ventures. It also examines the role of small and medium enterprises in a globalizing world. Chapter 4 (Staffing International Operations for Sustained Global Growth) examines the various philosophies approaches that guide organizations in staffing their international operations. It also focuses on the roles of home country nationals, host country nationals and third country nationals and how they contribute to an organization's international HR strategy. Chapter 5 (Recruiting and Selecting Staff for International assignments) examines the critical issues associated with employing home country or third country nationals (expatriates) for international assignments (in particular, selection, suitability, gender and expatriate failure issues). Chapter 6 (International Training and Development) discusses the key roles of pre‐departure training and development during the international assignment. Chapter 7 (International Compensation) deals with the management of expatriate pay and benefits. This is often a major consideration by employees as to whether to take up an international assignment and needs careful consideration by the HR professional. Chapter 8 (Re‐entry and Career Issues) from the organization's viewpoint, a most important issue is to how to make best use of an employee's international experience upon their return. The returning employee on the other hand, is concerned about the impact of the international assignment on their readjustment to their home environment and future career progression within the organization. Chapter 9 (IHRM in the Host‐Country Context) examines the competing demands of HR management in both the home and host country contexts. The key issue of standardization vs adaptation is discussed. Chapter 10 (International Industrial Relations) a key issue in managing a workforce is that of industrial relations. An organization has to carefully and sensitively manage its industrial relations strategies wherever may operate around the world. Chapter 11 (Performance Management) The performance management of home country nationals, host country nationals and third country nationals should be part of an integrated HRM strategy that is fair and transparent to all parties involved. Finally, chapter 12 (HRM Trends: Complexity, Challenges and Choices for the Future) examines issue that are having a far greater impact with increasing levels of internationalization. These are: business ethics, corruption, organizational factors such as ownership, impact of non‐government organizations, safety, security and counterterrorism to mention a few.

The book offers an excellent introduction to international HRM covering the key issues faced by HR professionals. It can also serve as an excellent reference for HR practitioners working in the area. With its reference to established and developing areas of research, it can provide a stimulating springboard for academic research to both postgraduates and research‐active scholars. The recent demerger of DaimlerChrysler is a classic example of a spectacular failure to effectively implement effective international human resource management (IHRM) strategies such as are available in this book. The reviewer's own experience of working in a foreign posting vividly illustrated the value of knowing a foreign language. It enabled one to gain a much more effective understanding of the local business and political environment than would otherwise have been the case if one was monolingual. The ability to read the local press gave one a far more detailed local knowledge that was not reliant on others.

Overall, the book provides an excellent introduction to the IHRM. It is presented in an easy to read format and the information easily accessible to widest possible audience. I think International Human Resource Management: Managing People in a Multinational Context (fifth edition) is an excellent textbook and would highly recommend its purchase for HR practitioners, undergraduate and postgraduate HR students.