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Edited by Suzanne C. de Janasz and Joanna Crossman

In this chapter, we feature several exercises that help students understand the value of HR/HRM: What it is, why it’s important, and the need for thinking of HR strategically. Importantly, several of these exercises have an artistic/visual component, which may aid in reorienting HRM from a policing/reactive function to one that is more strategic and proactive. One uses pictures that convey HR practices, while another asks students to draw a picture that represents the HR culture of their organization. There is also an exercise that makes use of a new approach to slide presentations throughout the semester. Groups are encouraged to create and deliver Pecha Kucha presentations (20 slides, automatically timed at 20 seconds each, for a total of six minutes and 40 seconds) on current events in HR. This activity encourages group members to operate as facilitators in ways that intensify deep thinking and engagement and, at the same time, requires students to be succinct and apposite.

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Edited by Suzanne C. de Janasz and Joanna Crossman

This content is available to you

Edited by Suzanne C. de Janasz and Joanna Crossman

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Edited by Suzanne C. de Janasz and Joanna Crossman

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Edited by Suzanne C. de Janasz and Joanna Crossman

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Aharon Tziner and Edna Rabenu

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Aharon Tziner and Edna Rabenu

In this introductory chapter, we examine key phrases and concepts that apply to the field of work performance, such as ‘performance’, ‘appraisal’, and ‘job evaluation’, among others. We briefly touch on the factors that contribute to an employee’s performance at work, the essential necessity of performance appraisal in the workforce, and some of the challenges and pitfalls encountered in attempting to reach objective appraisals of an employees’ respective inputs to the productivity of their organizations.

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Victoria K. Wells, Diana Gregory-Smith and Danae Manika

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Adelina M. Broadbridge and Sandra L. Fielden

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Elaine Farndale, Wolfgang Mayrhofer and Chris Brewster

The subject of comparative human resource management (HRM) and its boundaries are established, discussing the role of context in HRM. The question is then raised whether globalisation is making such an analysis increasingly irrelevant as societies seem to converge. To investigate convergence further, the chapter explores levels and units of analysis of comparative HRM. The chapter also outlines the shape and content of the Handbook, which includes theoretical and empirical issues in comparative HRM, the way that these affect particular elements of HRM, and the way that different countries and regions think about the topic.