Hilary Harris

Globalizing Human Resource Management

The book explores what is happening to HRM in a global context and how far are organizations able to understand and to move towards the notion of globalized HRM. Part One outlines the nature of globalization and introduces important areas of International HRM and International B.usiness theory. Part Two explains the strategic objectives for Global HRM in terms of building global capabilities at the organizational level and developing international management competencies at the individual level. Part Three then focuses on seven important global integration mechanisms and processes: business model innovation and the building of global capabilities; the development of a global mindset and leadership model; global talent management; the actions associated with the management of an international labor force; the pursuit of global employer brands; significant shifts in the global sourcing, shoring and types of strategic partnership; and the standardization and e-enablement of HRM.

Towards a new model of globalizing HRM

This paper addresses the debates about the nature of strategic HRM in international companies. It builds on a substantial research programme using questionnaires and detailed case studies to argue that the international HRM field is changing significantly and rapidly and that there is a need for better understanding of these developments. Five distinct, but linked, organizational drivers of international HRM are identified and discussed: efficiency orientation, global service provision, information exchange, core business processes and localization of decision-making. These factors are creating a new set of pressures on HRM specialists. Three distinct, but linked, enablers of high-performance international HRM are being developed by multinational enterprises: HR affordability, central HR philosophy and HR excellence and knowledge transfer. A series of different strategic recipes combining these drivers and enablers are identified. These recipes in turn are delivered through a series of important HR processes: talent management and employer branding, global leadership through international assignments, managing an international workforce and evaluation of HR contribution. A tentative model of the relationships between these drivers, enablers and processes is proposed.

The coffee-machine system: how international selection really works

The literature on expatriate selection tends to present lists of criteria, with the implicit assumption that the process is formal and rational. The limited empirical work there is in this area suggests that these criteria have little impact on selection in practice. This paper argues that a deeper understanding of selection systems is needed and presents research showing the outcomes of different kinds of systems, suggesting that closed, informal systems predominate and outlining the practical and research implications of such systems.

Team role balance and team performance: an empirical study

Accompanying the growing use of teams in the workplace, Belbin’s diagnostic instrument for team role self‐perception is now widely used for a variety of practical management development purposes, including putting together “balanced” teams. Despite the claims of some purists that Belbin’s instrument lacks a strong theoretical underpinning, it fills an apparent void in practical teamworking literature, even though its applicability is not well understood. This study uses data from 43 teams of MBA students performing a project management simulation exercise, and finds no significant relationship between team role balance and team performance. Nevertheless, the study shows that the presence or absence of some individual roles can have a positive or negative effect on performance.

Global careers: Work‐life issues and the adjustment of women international managers

This paper argues that both the impact of gender and work‐family conflict itself are likely to increase in international working scenarios, which may involve the physical relocation of the entire family. In such cases, the boundaries between work and home become blurred due to the involvement of the whole family and there is often disruption of traditional family roles, causing increasing stress. Work demands are also likely to increase for the female expatriate due to the combined effect of role and culture novelty, thus enhancing the possibility of work‐family conflict. The impact of gender role theory is apparent in three key areas: work, partner and family.

International HRM : contemporary issues in Europe

First Edition 1. International Human Resource Management: The European Contribution 2. The Added Value of the HR Department 3. International HRM in Medium Sized MNEs: Evidence from Ireland 4. MNE Staffing Policies for the Managing Director Position in Foreign Subsidiaries: The Results of an Innovative Research Method 5. Localisation as an Ethical Response to Internationalisation 6. International Rewards Systems: To Converge or not to Converge 7. Global or Multi-Local?: The Significance of International Values in Reward Strategy 8. Performance Appraisal of Host Country Employees: Western MNEs in China 9. Strategic Staffing in Multinational Companies: A Resource Based Approach 10. International Assignments Across European Borders: No Problems? 11. Irish Expatriates in Moscow: Exploratory Evidence on Aspects of Adjustment 12. An Integrative Framework for Pre-Departure Preparation 13. Repatriation and Career Systems: Finnish Public and Private Sector Repatriates in their Career Lines 14. Women in International Management: Why are they not Selected? 15. Qualitative Research Strategies in International HRM

International manager development – Cross‐cultural training in highly diverse environments

Examines the issues involved in providing relevant cross‐cultural training to MBA students, the epitome of the “new” international manager. In particular, it addresses the pedagogical challenges of moving students away from a reliance on “hard” skills to a facility with “soft” skills.

Organizational influences on women′s career opportunities in international management

Recent research findings have indicated that host country cultural sanctions and dual‐career couple restrictions may not be such powerful determinants of women′s participation in international management as previously thought. Examines the complex dynamics between formal and informal organizational policies and practices and their impact on women′s perceptions of probable success in obtaining international management positions. Suggests that home country organizations may play a critical role in determining the level of participation. Points to a need for further research in this area.

Effect of fertilizer rate and form on the recovery of 15N-labelled fertilizer applied to wheat in Syria

15 N-labelled fertilizer was applied at different rates (0, 30, 60, 90 kg N ha −1 ) and in different forms (urea or ammonium sulphate) to wheat grown in Syria in three seasons (1991/92, 1992/93 and 1994/95). Recovery of 15 N-labelled fertilizer in the above-ground crop at harvest was low (8–22%), with the amount of 15 N-labelled fertilizer recovered in the crop increasing as the rate of application increased. Fertilizer application caused a significant increase in the amount of unlabelled soil N in the crop, suggesting that the application of N fertilizer caused a ‘real’ added nitrogen interaction. Recovery of 15 N-labelled fertilizer in the crop was unaffected by the form of the fertilizer. On average 31% (14–54%) of the 15 N-labelled fertilizer remained in the soil at harvest, mostly in the 0–20 cm layer. At the lowest application rate (30 kg N ha −1 ) most of the residual fertilizer was as organic N, but at the higher application rates (60 and 90 kg N ha −1 ), a greater proportion of the 15 N-labelled fertilizer was recovered as inorganic N, presumably as the result of top-dressing N in dry conditions in the spring. The amount of 15 N-labelled fertilizer remaining in the soil increased as the fertilizer rate increased, but was unaffected by the form of fertilizer applied. Losses of 15 N-labelled fertilizer were large (>35%), probably caused by gaseous losses, either through volatilization of N from the calcareous soil, or through denitrification from wet soils rich in organic residues. N fertilization strategies in the West Asia/North Africa (WANA) region should take note of the low recovery of N fertilizer by the crop in the season of application, and the resultant large quantities of residual fertilizer.

WOMEN IN INTERNATIONAL MANAGEMENT: OPPORTUNITY OR THREAT?

Reviews the literature on the issues confronting female international managers. Considers first the changing role of management, international selection procedures and career development issues. Secondly, examines barriers to women in management within home country environments, showing how phenomena such as occupational segregation and perceptual differences can affect women′s opportunities for entry into international assignments. Specific factors operating at international level include host country cultural sanctions and dual career problems. Recent research evidence, however, questions the assumption that women are unsuited to international management by stressing women′s superior interpersonal skills and increased visibility as significant advantages. In addition, a new commitment to resolving dual‐career issues is apparent as a result of an increasing reluctance to move by potential male expatriates. Is the problem, therefore, more a case of home country corporate culture determining access to, and...