The Global Human Resource Management Casebook

Liza Castro Christiansen is a Visiting Senior Fellow at Henley Business School, University of Reading, United Kingdom. Michal Biron is an Associate Professor and Head of the MBA program at the School of Business Administration, University of Haifa, Israel. Pawan Budhwar is Professor and Associate Deputy Vice Chancellor International, Aston Business School, Aston University, Birmingham, United Kingdom. Brian Harney is a Professor at DCU Business School, Dublin City University, Ireland.

List of Illustrations

Contributor Biographies

Foreword

Preface

Acknowledgments

Part I: Western Europe

1 Austria: Talent Development at McDonald’s Austria: A Compromise between Local Demands and Global Standards

2 France: NEWMOTOR: An HR Policy to Develop New Skills at a French Company in the Aeronautics Industry

3 Germany: Talent Development in Complex and Dynamic Environments: New Approaches in the Context of the German Business System

4 Switzerland: Flexible Work Aligned with Organizational Culture: Choice with Responsibility at Novartis

Part II: Scandinavia

5 Denmark: Toward a More Inclusive Approach to Developing Talent

6 Finland: Look Who’s Talking: Implementing Corporate Diversity and Inclusiveness Practices in Finland

7 Iceland: The Integration of HRM Practices in a Global Company: Acquisitions at Marel, Iceland

Part III: Central and Eastern Europe

8 Hungary: An American Transnational MNC in Hungary: Past, Present, and Future of HRM Evolution

9 Lithuania: Devbridge Lithuania: The War for IT Talents

10 Poland: Informal Employee Motivation, Rewards, and Flexible Management in a Dynamic SME Environment in Poland

11 Romania: Dealing with Employee Turnover at Fomco Group, a Successful Family Business from Romania

12 Russia: Okskaya Shipyard: Employee Retention

13 Slovakia: International Human Resource Management within the European Textile Industry

Part IV: Mediterranean, Middle East, and Africa

14 Botswana: Diversity Management in an Institution of Higher Education in Botswana

15 Cyprus: People Management in Academia: Anna-Maria Harilaou’s HRM Concerns

16 Greece: What Can HRM Do for Me? HRM as a Business Development Function in a Technology SME

17 Israel: Redesigning the Production Floor and Reward System in a Food Production Company: HRM Considerations

18 Italy: Human Resource Management in Italian Family-Owned SMEs: Sustaining the Competitive Advantage through B Corp Transformation

19 Saudi Arabia: Implementing the Localization Law Effectively: The Case of HMG in Saudi Arabia

20 UAE: Improving Internal Service: Leveraging HRM to Drive Organizational Change

Part V: Asia and the Pacific Rim

21 Australia: The Casual Employment Crisis at Australian Universities: What are the HRM Responsibilities?

22 India: Gender Diversity and Inclusion: Strategies and Practices at ICICI Bank

23 Japan: The Quest of Pasona for Employees’ Work-Life Balance: Relocation of Headquarters from Tokyo to a Remote Island

24 Singapore: On Cheong’s Human Resource Legacy

25 South Korea: Selecting and Developing Senior Leaders at Company A

26 Thailand: HRM Practices for Managing Age-diverse Employees in the Workplace: A Case Study of a Global Thai Company

Part VI: The Americas

27 Canada: La Vie en Rose: Globalization Challenges for Human Resources Management in a Canadian Lingerie Leader

28 Chile: Developing a New Organizational Culture at SꓘY Airline

29 Colombia: Sustainable Human Resources Management: Balancing Profitability and Talent Well-Being in an Insurance Company

30 Mexico: HRM Experiences from a Danish Firm in Mexico: “Changing” Mexican Culture

31 United States: What About Me? When Diversity, Equity, and Inclusion Efforts Result in Unintended Outcomes

Index