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The BRIC countries have developed into central actors in globalization within the past years. These countries - Brazil, Russia, India and China - stand for the large "emerging markets" which play an increasing role in the world economy since the beginning of this century. Because of the size and dynamics of the "emerging markets" this also means that the structures and patterns of organization which are developing here are increasingly gaining in worldwide influence. This is of direct importance for those companies, which are establishing new locations in these countries, as is meanwhile the case in the automobile industry. An increasing share of the employees of their companies can be found in these new regions of location. The present publication includes contributions by four authors from the BRIC countries, who deal with the question of peculiarities of the HR personnel systems based on the research literature in these countries which is not easily available for Western readers. Which traditional models exist for the formation of personnel systems, for human resource management, what are the models, organizational patterns and management concepts, which can be followed by companies, what questions are still contested, and what role are the multi-national companies playing? The contributions show a broad variety of approaches regarding personnel management, reflecting the background of different conditions for human resources, legal regulations and cultural influences. Altogether, the representations of the country-specific characteristics enable us to envision new departures which can be observed in the new industrial centers of the world economy in the area of labor and personnel management.
The economic growth of emerging markets has been unparalleled in recent history, accounting for 50 per cent of global economic output. Despite this reality, this much-needed Handbook is the first contemporary book on human resource management (HRM) res
This Handbook is a comparative treatment of employment relations, providing frameworks and empirical evidence for understanding trends in different parts of the world.
This book provides a comparative study of human resource management, employment relations, and production systems in automobile factories in the BRIC countries (Brazil, Russia, India, and China). It compares the experiences of two major multinational companies, Volkswagen and Toyota, as well as of domestic automobile manufacturers.
In recent years scholars and practitioners have increasingly recognized that human resource management (HRM) has paid insufficient attention to the impact of context. While research has been devoted to examining the impact of national context on HRM systems, this literature has been largely separate from that focused on other levels of context affecting organizational choices in HRM strategies, such as the impact of the organizational environment, industry sector, occupation or workforce characteristics. In addition, research has tended to consider elements of context in isolation rather than considering its impact at different levels. The goal of The Oxford Handbook of Contextual Approaches to Human Resource Management is to provide a more holistic approach to developing a contextual understanding of HRM. This Handbook offers a comprehensive understanding of the influence of contextual characteristics on the design and implementation of HRM systems. Rather than focusing on a single level or approach to examining context, the Handbook provides both conceptual and empirical analyses of different elements of context using a range of different lenses and measures. In order to explore the influence of contextual factors at multiple levels, the volume assembles a range of detailed accounts of how context affects the design, implementation and impact of HRM activities.
There have been numerous accounts exploring the relationship between institutions and firm practices. However, much of this literature tends to be located into distinct theoretical-traditional 'silos', such as national business systems, social systems of production, regulation theory, or varieties of capitalism, with limited dialogue between different approaches to enhance understanding of institutional effects. Again, evaluations of the relationship between institutions and employment relations have tended to be of the broad-brushstroke nature, often founded on macro-data, and with only limited attention being accorded to internal diversity and details of actual practice. The Handbook aims to fill this gap by bringing together an assembly of comprehensive and high quality chapters to enable understanding of changes in employment relations since the early 1970s. Theoretically-based chapters attempt to link varieties of capitalism, business systems, and different modes of regulation to the specific practice of employment relations, and offer a truly comparative treatment of the subject, providing frameworks and empirical evidence for understanding trends in employment relations in different parts of the world. Most notably, the Handbook seeks to incorporate at a theoretical level regulationist accounts and recent work that link bounded internal systemic diversity with change, and, at an applied level, a greater emphasis on recent applied evidence, specifically dealing with the employment contract, its implementation, and related questions of work organization. It will be useful to academics and students of industrial relations, political economy, and management.
Based on extensive original research, this book explores how far the Soviet pattern of industrial workplace organisation, characterised by a high level of management discretion, authoritarian control and the use of punitive methods on the shop-floor, has been replaced by internationally established practices, with a greater emphasis on a lean organisation and employee involvement in quality improvement. The book explores how the market reforms of the 1990s raised companies’ attention to product quality but did not lead to a change in the management methods, which only began with the increased internationalisation of the Russian economy in the 2000s. The book includes a rich in-depth study of multinational and domestic companies, and argues that a move from the Soviet pattern of workplace organisation to new practices is only likely to occur in companies with strong ties to international partners, who provide support for, and audit the implementation and upholding of, international management standards. The research shows that local companies not exposed to such international collaboration continue with the old methods.
Today, a large proportion of the world's states are under authoritarian governments. These countries limit participation rights, both in the political sphere and in the workplace. At the same time, they have to generate consent in the workplace in order to ensure social stability and prevent the escalation of conflicts. But how do companies generate consent given that employee voice and interest representation may be limited or entirely absent? Based on a review of research literature from sociology, organizational psychology, and behavioural economics, this book develops a theory of consent generation and distinguishes three groups of consent-producing mechanisms: socialization, incentive mechanisms, and participation and interest representation. It presents an empirical analysis of how these mechanisms work in Russian and Chinese automotive factories and shows how socio-cultural factors and labour regulation explain the differences between both countries regarding consent and control in the workplace. The book contributes to two research debates. First, it examines the generation of consent in the workplace-a core topic of the sociology of work and organization. Its particular focus is on consent generation in authoritarian societies. Secondly, the book contributes to the debate about the reasons for the completely different trajectories of post-communist Russia and China. The book provides an empirical analysis that explains the different work behaviours of employees in both countries and links the micro-level of the workplace and the macro-level of institutions and organizational cultures.
Book & CD. This fourth edition makes it clear that all who are interested in the sustainability of South Africa -- and Africa -- must put human resource management (HRM) at the very core of the management of organisations generally. The content is aligned to outcomes that are geared towards analytical and critical thinking about the theory and practice of HRM in South Africa. The African context is addressed, and ample information about HRM aspects 'elsewhere in Africa' is provided. This edition breaks away even further from the traditional structure of so many standard HRM textbooks. It challenges a broadening of the 'agenda' and scope of HRM work: HRM is not only about managing employees, but also about managing the work and the people who do the work of and in organisations. This may involve alternative ways of getting the work of organisations done superiorly. This book will help you to apply HRM effectively to achieve its ultimate aim, namely to add value to people, to organisations and to society. This comprehensive book is organised around themes such as: Developing an appreciation for the context of HRM in South Africa; Strategising, designing and planning as preparatory HRM work; Sourcing work talent; Facing the countrys people empowerment challenge; Meeting the reward and care challenge; Handling labour and employee relations challenges; Championing change and transformation; Managing HRM-related information, including HRM and sustainability reporting. Based on most recent theoretical developments, the emphasis is on the practical applications. Samples of relevant documents are included, and an accompanying CD contains a wealth of relevant resources as well as a continuing, integrating case study that serves as a basis for these applications, and individual and group activities. As a package, South African Human Resource Management will be extremely valuable to both current and aspirant managers, and human resource practitioners.
Once among the fastest developing economies, growth has slowed or stalled in Brazil, Russia, India, China, and South Africa. What policies can governments enact to jump-start the rise of these middle-income countries? Hartmut Elsenhans and Salvatore Babones argue that economic catch-up requires investment in the productivity of ordinary citizens. Diverging from the popular narrative of increased liberalization, this book argues specifically for direct government investment in human infrastructure; policies that increase wages and the bargaining power of labor; and the strategic use of exchange rates to encourage export-led growth. These measures raise up the majority and finance future productivity by driving broader consumption and fostering investment within national borders. Though strategies like full employment, mass education, and progressive taxation are not especially controversial, none of the BRICS have truly embraced them. Examining barriers to implementation, Elsenhans and Babones find that the main obstacle to such reforms is an absence of political will, stemming from closely guarded elite privilege under the current laws. BRICS or Bust? is a short, incisive read that underscores the need for demand-driven growth and why it has yet to be achieved.