This chapter provides insight into qualitative approaches to comparative human resource management (HRM) studies, focusing in particular on the anthropological comparative method. The authors present a detailed international case study to demonstrate how international HRM might usefully adopt the comparative method as a means of analysis, drawing useful conclusions from data that do not easily lend themselves to generalisation.
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Mila Lazarova, Wolfgang Mayrhofer, Jon Briscoe, Michael Dickmann, Douglas T. Hall and Emma Parry
This chapter explores the emergent field of study of comparative careers. The authors point to examples that illustrate relevant current research, providing definitions of key concepts and examples of comparative analyses in studies of individual careers and organisational career management. Survey results from two leading-edge career-related research projects are presented to illustrate current trends in the field.
Werner Nienhüser and Chris Warhurst
This chapter outlines how employment relations are understood and how they are said to be changing. Following a detailed definition of ‘employment relations’, the authors present the different theoretical underpinnings of this field of study and how each might be more or less relevant in different country academic traditions. A detailed presentation is made of the convergence debate within the comparative employment relations field, exploring how things might be changing over time across countries. Consequently, this chapter includes a discussion of the ‘Uberisation’ of employment relations, when employment itself disappears.
Vivien T. Supangco and Jessica A. Los Baños
This chapter reviews both qualitative and quantitative studies including Indonesia, Malaysia, and the Philippines, leading the authors to conclude that there is a substantial research gap in understanding these economies, and to call for new studies to complement other more widely studied Asian economies. The three countries have a shared history and ethnic lineage, but also have in common that we, as yet, know little about how human resource management (HRM) is conducted there.
This chapter argues that extant insights into South American human resource management (HRM) derived from cross-cultural approaches could be enhanced by integrating comparative institutional perspectives. This insightful chapter lays out opportunities and challenges for integrating comparative institutional approaches into HRM research in South America. A primary contribution is an identification of five core issues common to comparative institutional approaches and that are particularly relevant to HRM research in the South American context.
Geoffrey Wood, Alexandros Psychogios, Leslie T. Szamosi and David G. Collings
This chapter develops understanding of how context influences human resource management (HRM). Exploring relevant institutional factors, the complementarities of regulatory features of an organisation’s environment are discussed. The authors highlight some of the most influential institutional approaches to understanding variations in HRM policy and practice, and draw out the implications of recent theoretical developments. The authors define the institutional context, particularly highlighting how this affects employee rights.
Gwendolyn Combs, Rana Haq, Alain Klarsfeld, Lourdes Susaeta and Esperanza Suarez
This chapter discusses the emergence of diversity management and how international comparisons can inform our understanding of and perspectives regarding the general shift from equality to diversity and associated human resource policy. The chapter takes a more focused perspective on four specific diversity strands (gender, sexual orientation, race/ethnicity/immigration, and religion) where important developments have been unfolding in recent years, sometimes amidst extreme conditions. The authors reveal important disparity in legal protections between and within the various diversity strands and cultural contexts.
Ihar Sahakiants, Marion Festing, Allen D. Engle and Peter J. Dowling
This chapter addresses the topic of total rewards policies and practices from an international comparative perspective. The authors consider the potential for international rewards systems to converge across the globe, discussing whether they can be standardized in multinational corporations. The chapter provides insights into comparative data on reward packages for managers across countries, raising important questions on the future directions for research including issues such as the social acceptability of executive pay.
Paul Boselie, Elaine Farndale and Jaap Paauwe
This chapter defines performance management from an international perspective, and presents an overview of the most important developments over time, comparing performance management in different contexts using both case study data from large multinational corporations and national survey data. Focusing on country-level data, the chapter explores the balance between the need to standardize or localize performance management practice in different types of organization across the globe.
Tuomo Peltonen and Eero Vaara
This chapter draws from critical theories and methodologies largely related to globalization (global labour process theory, postcolonial analysis, and transnational feminism) to demonstrate how the boundaries of comparative human resource management (HRM) research might be expanded. The chapter suggest directions for future research in this field, particularly reflecting on the critical approach to suggest avenues for positive change.