With increasing globalization comes the need to understand human resource management (HRM) more broadly across countries, cultures, institutions, and organizational types. Designed to help readers explore and understand the key concepts and latest research behind the strategic management of people in organizations that operate in a global context, this accessible book provides concise coverage of HRM concepts, balancing comparative approaches and US and non-US schools of thought. Not limited to the multinational firm, the book reflects the most current knowledge in the field and considers all types of organizations embedded in the global context. Chapter-opening vignettes (short cases) exemplify the chapter's core topics and show readers how chapter content can be applied. Extensive references make it easy for readers to explore concepts in more depth.
Chapter 3: Organizational Context of Global HRM
After reading this chapter you should be able to
- describe the fundamental elements of organizational structure,
- discuss the ways in which national culture influences the structure of organizations,
- describe what is meant by the term organizational culture,
- contrast the HRM structures of small and medium enterprises (SMEs) with large organizations,
- describe the implications of different multinational structures for global HRM, and
- discuss the multiple roles of global HRM and global HRM professionals.
Emma Taylor knew that the new executive management team was depending on her to engineer a human resources function that reflected the new reality at Technica. As a result of changes in the external environment, Technica had been pared down to about half its mid-1990s size, ...