In today's highly competitive global business environment,
organizations need to aggressively compete for new markets, products,
services, and top human talent in order to develop and sustain
competitive advantage in the global arena. For many years,
international firms have effectively managed their financial and
material resources globally, leveraging economies of scale, low cost
production, currency fluctuations, and the like. Human resources, as
all other resources in multinational firms, are now being managed on a
The first half of Managing the Global Workforce
covers the three foundational areas for managing a global workforce:
- Global Business Strategy – How does human talent affect
international integration, local responsiveness, and worldwide
innovation and collaboration?
- Comparative HR Systems – What are the cross-border
differences in employment and labor laws, workforce competence (e.g.,
literacy rates and educational systems), labor economics, and
- Cross-Cultural Differences – What are the cross-national
differences in the ways individuals gain trust and credibility,
communicate, and work together?
The second half of Managing the Global Workforce applies
the three foundational areas concurrently when considering the key
practice areas of HRM:
- Managing Work Design and Workforce Planning – What are the
strategic, comparative and cross-national contingencies related to the
global mobility of jobs, the movement of employees, and cross-border
knowledge work (e.g., transnational teams, virtual teams)?
- Managing Competencies – What are the strategic,
comparative and cross-national contingencies related to recruitment,
selection, training and development of the global workforce?
- Managing Attitudes and Behaviors – What are the strategic,
comparative and cross-national contingencies related to compensation,
incentives, performance management, and motivational reward of the
In our ever-increasing knowledge economy, winning in the global arena
will largely depend on how well firms can leverage, attract, develop,
engage and motivate the strategic capabilities of their human talent
About The Authors:
Paula Caligiuri, Professor of Human Resource Management, School of Management and Labor Relations,
Rutgers University, USA
As a leading expert in strategic human resource management with a
focus on international management, global leadership development, and
international assignee management, Paula has been recognized as one of
the most prolific authors in the field of international business for
her work in global careers and global leadership development and has
lectured in numerous universities in the United States, Asia, and
Europe. Paula is also a popular blogger on these topics.
Her publishing successes includes a co-authored a book with Steven
Poelmans, entitled Harmonizing Work, Family, and Personal Life
(Cambridge Press, 2008) and Get a Life, Not a Job (FT Press,
2010), several articles in the International Journal of Human
Resource Management, Journal of World Business, Journal of Applied
Psychology, Personnel Psychology, and International Journal of
Jaime Bonache, Professor of Human Resources, ESADE Business
Before joining ESADE, Jaime was Professor of Human Resources at
Cranfield School of Management (England) and Carlos III University of
Madrid (Spain). In 2007 he attained his habilitation as Professor of
Organization Studies, the highest academic qualification a person can
achieve in Spain. Jaime holds an M.A. in Philosophy from Carleton
University (Ottawa, Canada), and a Ph.D. in Economics and Business
Administration from the Universidad Autónoma de Madrid (Spain).
Jaime has written/edited four books, two of them (Dirección
Estratégica de Personas and Dirección de Personas,
with Angel Cabrera) have been best-sellers in a number of
Spanish-speaking countries. He has been guest editor of three special
issues on trends in international human resources and published a large
number of articles in leading journals, includingOrganization
Studies, Human Resource Management Journal, The International Journal
of HRM, Journal of Business Research, and HRM Review. Jaime
is a frequent speaker at academic and professional conferences and is
widely recognized as one of Europe's leading authorities on
international human resource management.
David Lepak,Professor of Human Resource Management, and
Chairperson of the Human Resource Management,School of
Management and Labor Relations, Rutgers University, USA
David received his PhD in management from the Pennsylvania State
University and is a leading scholar in the strategic management of
human resources and teaches and conducts research on a variety of human
resource topics with dual interests in strategic human resource
management and international human resource management. He is a
frequent presenter to many domestic and international audiences.
David has co-authored a comprehensive textbook with Mary Gowan,
entitled Human Resource Management (Prentice Hall, 2008). His
research has appeared in a variety of outlets such as: Research in
Personnel and Human Resource Management, Academy of Management Review,
Academy of Management, Journal, Journal of Applied Psychology, Journal
of Management, Human Resource, Management, Human Resource Management
Review, among others.
About the Authors.
Chapter 1 Introduction to International Dimensions of Human Resource Management.
Chapter 2 Global Business Strategy: The Foundation for Managing the Global Workforce.
Chapter 3 Comparative HR Systems: The Context for Managing the Global Workforce.
Chapter 4 Cross-cultural Differences: The Cultural Lens for Managing the Global Workforce.
Chapter 5 Global Workforce Planning: The Global Mobility of People, Jobs, and Knowledge.
Chapter 6 Managing Competencies: Recruitment, Selection, Training and Development of the Global Workforce.
Chapter 7 Managing Attitudes and Behavior: Motivating and Rewarding the Global Workforce.
Chapter 8 Conclusions.