The Global Human Resource Management Casebook

This casebook is a collection of international teaching cases focusing on contemporary human resource management issues. Each casecenters primarily on one country and illustrates a significant challenge faced by managers and HR practitioners, helping students to understand how the issues they learn about in class play out in the real world. The cases emphasize the national and cultural contexts of HR management, providing readers with a global understanding of employee motivation, reward systems, recruitment and selection, career development, and more. In this edition, the editors and authors have made significant updates to reflect recent developments in the field and cover a broader range of countries in Eastern Europe and Africa. The authors also delve into new industries like food service, clothing manufacturing, and transportation as well as IT and academia. Recommendations for further reading and relevant videos provide readers with practical insights into the modern HRM field. With more than 30 cases followed by questions and tasks to encourage reflection, this is a valuable companion for any student of human resource management.

Foreword Randall S. Schuler, Susan E. Jackson, Paul Sparrow Preface Part I: Western Europe 1. Austria - Talent Development at McDonald’s Austria: A Compromise Between Local Demand and Global Standards Wolfgang Mayrhofer and Katharina Pernkopf 2.Belgium - How Innovative Staffing Solutions Can Make a Difference: The Case of Selecting Blue-Collar Workers for the Port of Antwerp Filip Lievens and Christoph Nils Herde 3.Germany - Retaining Talent in Times of Crisis: Opportunities for the Robert Bosch Group in the Context of the German Industrial Relations System Marion Festing 4.Ireland - Prospects and Challenges in Managing Creativity to Realise Ireland’s Knowledge-based Aspirations Brian Harney 5. The Netherlands - HRM and Culture at Retail Co Corine Boon and Deanne N. Den Hartog Part II: Scandinavia6. Denmark - Redesigning Talent Assets: Grundfos Revisits their Talent Engine Liza Castro Christiansen 7. Finland - Implementing a Global Diversity Management Initiative in Finland Adam Smale, Ingmar Björkman, Risto Säntti, and Narashima Boopathi Sivasubramanian 8. Iceland - Merger, Culture, and HRM: The Marel and Stork Case Ingi Runar Edvardsson and Gudrun Berta Danielsdottir 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 Part III: Central & Eastern Europe 11. Bulgaria - Telerik: HRM in a Bulgarian Software Company ucia F. Miree and John E. Galletly 12. Czech Republic - The Impact of Managerial Decisions on Company Crisis Occurrence Martina Königová 13. Hungary - An Online Game for Recruiting IT-Programmers at an American Subsidiary in Hungary József Poór, Iris Kassim, and Lajos Reic 14. Poland - Reward Management in Small and Medium Enterprises: Alfa i Omega, Glogów, Poland Peter Odrakiewicz, and Magdalena Szulc 15. Romania - Employee Motivation at a Romanian Clothing Manufacturing Company Kinga Kerekes 16.Russia - Succession Planning at Eldorado Anna Gryaznova 17. Slovenia - On Becoming a Truly Global Player: The Global Talent Management Challenge at Trimo Robert Kaše Part IV: Mediterranean, Middle East, and Africa 18. Azerbaijan - Developing HRM Specialists in Azerbaijan: A University/Industry Collaboration Dave Doughty, Helen Shipton, and Veronica Lin 19.Botswana - Diversity Management: The Case of Managing International Staff and Exchange Students Dorothy Mpabanga 20.Cyprus - People Management in Academia: Anna-Maria Harilaou´s story Eleni Stavrou and Nicoleta Nicolaou Pissarides 21. Israel - Implementing New Production Design and Reward System Michal Biron 22. Jordan - The Jordan Company of Hospitality Education (JCHE) Muhsen Makhamreh 23. Uganda -HRM Strategic Alignment and Visibility inUganda John C. Munene and Florence Nansubuga 24. United Arab Emirates - Developing the Local Workforce in a Rapidly Growing Economy Scott L. Martin and Zainab Habeeb Abdulla Part V: Asia and the Pacific Rim 25. China - Using Human Resource Management to Reshape the Labour Relations Structure at a Chinese Automobile Manufacturer Shiyong Xu, Huan Wang, Ning Li, and Lihua Zhang 26.India - Propelling Growth Engine for ICICI Bank, India: Woman Leadership, Gender Equity. or Paradigm Shift? Radha R. Sharma and Sonam Chawla 27. Hong Kong - Engaging the Next Generation of Leaders at MostClean Hong Kong Christina Sue-Chan and Clara To 28. Singapore - Alexandra Hospital: Realising the Value of Older Workers Audrey Chia and Angeline Lim 29. Thailand - How Selection Practices Make a Difference: A Case Study of a Global Thai Company Chaturong Napathorn Part VI: The Americas 30. Canada - Building a Culture of Inclusion at the Royal Bank of Canada: Strategies for Aboriginal Peoples and Newcomers to Canada Maria Rotundo 31. Chile - Development of Self-Managed Teams at S.C. Johnson & Son in Chile Andrés B. Raineri 32. Mexico - Mexican Experiences from a Danish Firm: ‘Changing’ Mexican Culture Jacobo Ramirez and Laura Zapata-Cantú

Liza Castro Christiansen isan Associate Professor at Business Academy Aarhus, University of Applied Sciences, Denmark, and a Visiting Academic Fellow of the Doctoral Program at Henley Business School, UK. Michal Biron is a Senior Lecturer and Head of the MBA Program and the MBA Program for Not-for-Profit Organizations at the University of Haifa, Israel, and an affiliate of the HR Studies Department at Tilburg University, the Netherlands. Elaine Farndale is an Associate Professor of Human Resource Management at The Pennsylvania State University, USA, and is affiliated with the HR Studies Department at Tilburg University, the Netherlands. Bård Kuvaas is a Professor of Organizational Psychology and Associate Dean of the Doctoral Program at BI Norwegian School of Management, Norway.