Global Human Resource Management Casebook
Edited by James Hayton
Routledge – 2012 – 406 pages
Series: Global HRM
The Global Human Resource Management Casebook is a collection of business teaching cases, focusing on Human Resource Management issues around the world. Each case is based in a single country and illustrates one or more significant challenge faced by managers and HR practitioners. The influence of the unique national cultural and institutional context upon the issues in the case is emphasized. In total 32 unique and original cases are presented, each from different national contexts. Every case is followed by a set of questions for use in class discussion or private study of the cases.
This casebook is a project undertaken by a committee of international members of the Human Resources Division of the Academy of Management (USA). The HR Division currently has over 3500 members worldwide, indicating a significant immediate audience for the text. The committee, referred to as the HR Ambassadors Committee (James Hayton, Chair) is intended to represent the global membership of the organization. We currently have members in over 60 countries, and Ambassadors for over 50 of these. The committee was established to contribute to the internationalization of the HR Division and the Academy of Management by creating collaborative projects that both involve and serve the global membership. This book, which represents the first product of our collaboration, is expected to provide a useful teaching tool for HRM educators, and secondarily is expected to be of use to HR practitioners with an interest in the globalization of HRM.
'I believe this book will add significant value to student learning through illustrating practical perspectives that organisations from different contexts are grappling with today. Through engaging with the scenarios posed in the various case studies, students are likely to get a keener appreciation of how key theories are translated into practice.' - Anthony McDonnell, The International Journal of Human Resource Management, Vol. 23, No. 7, April 2012, 1507–1511
Section I: Western Europe 1. Belgium-How Innovative Staffing Solutions Can Make a Difference: The Case of Selecting Blue-Collar Workers for the Port of Antwerp, Filip Lievens and Britt De Soete 2. Germany-Retaining Talent in Times of Crisis: Opportunities for the Robert Bosch Group in the Context of the German Industrial Relations System Marion Festing 3. Italy-Luxottica: Changing Italian Labor Relations and HR Practices to Drive Sustainable Performance, Silvia Bagdadli and Arnaldo Camuffo 4. Netherlands-HRM and Culture at RetailCo, Corine Boon and Deanne N. Den Hartog 5. United Kingdom-A Restatement of the ‘Employer Brand’: The John Lewis Partnership, Graham Dietz and Pamela Nwanze Section II: Scandinavia 6. Denmark–Grundfos: Invest in Talent, Liza Castro Christiansen 7. Finland–Implementing a Global Diversity Management Initiative in Finland, Adam Smale and Ingmar Björkman 8. Iceland: Merger, Culture and HRM: The Marel and Stork Case, Ingi Runar Edvardsson and Gudrun Berta Daniel Sdottir 9. Norway-Comparing Internally Consistent HR at the Airport Express Train (AET), Oslo, Norway and Southwest Airlines (SA), Dallas, U.S.A. Bård Kuvaas and Anders Dysvik 10. Sweden-At the End of the Road: The Process of a Plant Closure, Magnus Hansson Section III: Central & Eastern Europe 11. Bulgaria-Telerik: HRM in a Bulgarian Software Company, Lucia F. Miree and John E. Galletly 12. Czech Republic-Impact of Managerial Decisions on Company Crisis Occurrence, Martina Königová 13. Poland-Reward Management in Small and Medium Enterprises: Alfa i Omega, Głogów, Poland, Peter Odrakiewicz and Magdalena Szulc 14. Russia-Succession Planning at Eldorado, Anna Gryaznova 15. Slovenia-On Becoming a Truly Global Player: The Global Talent Management Challenge at Trimo, Robert Kaše Section IV: Mediterranean, Middle East, and Africa 16. Cyprus-People Management in Academia: Anna-Maria Harilaou´s Story, Eleni Stavrou 17. Ghana-Employee Retention During Institutional Transition: A Case Study of PIGAMU, David B. Zoogah 18. Israel - Implementing New Production Design and Reward System, Michal Biron 19. Jordan - The Jordan Company of Hospitality Education (JCHE), Muhsen Makhamreh 20. Uganda - Beyond Boundaries: HR Strategic Alignment and Visibility at ZAIN Uganda, John C. Munene 21. United Arab Emirates-Developing the Local Workforce in a Rapidly Growing Economy, Scott L. Martin and William M. Solomon Section V:Asia and the Pacific Rim 22. China-Performance Management at Shenhua Guohua Electric Power, Gong Yaping and Yang Weiguo 23. Hong Kong-Engaging the Next Generation of Leaders at MostClean Hong Kong, Christina Sue-Chan and Clara To 24. India: Leveraging Human Capital for Business Growth: A Case of ICICI Bank, India Radha R Sharma and Phillip Abraham 25. Indonesia-Performance and Talent Management in Indonesia: The Case of XYZ Company, Budi W. Soetjipto, Jimmy Sadeli and Munandar Nayaputera 26. Malaysia-Malaysia Airlines: Talent Management in a Turnaround Situation, Rozhan Othman and Wardah Azimah Sumardi 27. Singapore: Alexandra Hospital: Realizing the Value of Older Workers, Audrey Chia and Angeline Lim 28. New Zealand-New Zealand Qualifications Authority, Jarrod Haar Section VI: The Americas 29. Canada-Building a Culture of Inclusion at the Royal Bank of Canada: Strategies for Aboriginal Peoples and Newcomers to Canada, Maria Rotundo 30. Chile-Development of Self Managed Teams at S.C. Johnson & Son in Chile, Andrés B. Raineri 31. Costa Roca–Tim Smith and the Central America Investment Institute, Brosh M. Teucher 32. Mexico-Mexican Experiences from a Danish Firm: ‘Changing’ Mexican Culture, Jacobo Ramirez and Laura Zapata-Cantú 33. United States of America - Southwest Airlines, Susan E. Jackson, Randall S. Schuler and Steve Werner
James C. Hayton, PhD, is the David Goldman Professor of Innovation and Enterprise, and Director of the Centre for Knowledge, Innovation, Technology, and Enterprise at Newcastle University. His research focuses on the role of human resource management and human capital in promoting innovation and entrepreneurship in new and established organizations.
Michal Biron is a lecturer at the Graduate School of Management, University of Haifa (Israel), and a visiting researcher in the department of Human Resource Studies at Tilburg University (the Netherlands).
Liza Castro Christiansen, DBA and MBA, is a visiting academic fellow at the Henley Business School, University of Reading, England. Liza is an external lecturer at the Copenhagen Business School and a senior lecturer at the Aarhus Business Academy in Denmark.
Bård Kuvaas is Professor of Organizational Psychology at BI Norwegian School of Management in Oslo. His research interests include behavioral decision making (e.g., mood and framing, cognitive styles, and decision making), organizational behavior (e.g., intrinsic motivation, social exchange theory, intragroup conflict), micro-HRM (e.g., the relationship between HR practices/HR systems), and HR outcomes (e.g., performance appraisal, training, pay and compensation, supportive HR practices, and perceived investment in employee development).