NGUYEN HOANG TIEN STRATEGIC INTERNATIONAL HUMAN RESOURCE MANAGEMENT NGUYEN HOANG TIEN STRATEGIC INTERNATIONAL HUMAN RESOURCE MANAGEMENT Warsaw 2017 Scientific review by: Professor Stanislaw Borkowski © Copyright 2017 by Wydawnictwo EMENTON Issue I, Warsaw 2017 All rights reserved Any fragment of this book may not be reproduced, copied or saved in processing systems or any other form using mechanical and electronic devices or others without permission of the publisher ISBN 978-83-65009-21-0 Publisher: Wydawnictwo EMENTON ul Płocka 40 lok 11 01-173 Warszawa e-mail: biuro@ementon.pl www.ementon.pl Printing and binding: Drukarnia cyfrowa ELPIL ul Artyleryjska 11, 08-110 Siedlce tel.: (25) 643-50-42, fax: (25) 643-43-46 e-mail: info@elpil.com.pl www.elpil.com.pl TABLE OF CONTENTS FOREWORD PART A HUMAN RESOURCE MANAGEMENT I HRM and its business context 10 I.1 Definitions, principles, aims of HRM 10 I.2 Business context of HRM 18 II HRM’s STAFFING function 21 II.1 Labor market and employment systems 21 II.2 Human Resource planning 23 II.2.1 Definitions and approaches 23 II.2.2 Advantages and disadvantages 31 II.2.3 Practice of Human Resource planning 33 II.3 Recruitment and selection 34 II.3.1 External and internal staffing 34 II.3.2 Systematic approach 36 III HRM’s DEVELOPING function 47 III.1 Changing context of HRM 47 III.2 Learning and training 48 III.3.Human resource development 51 III.4 Management development 55 III.4.1 Definitions and approaches 55 III.4.2 Management development program 56 IV HRM’s RETAINING function 69 IV.1 Labor contract and employee rights 69 IV.2 Terms and conditions of employment 72 IV.3 Reward systems 76 IV.4 Performance management 83 IV.5 Employee involvement, communication and empowerment 87 PART B STRATEGIC HUMAN RESOURCE MANAGEMENT I Conceptual framework of Strategic HRM 93 I.1 About strategy 93 I.1.1 Definitions of strategy 93 I.1.2 Concepts of strategy 96 I.2 About Strategic HRM 100 I.2.1 Definitions, principles, aims of Strategic HRM 100 I.2.2 Concepts of Strategic HRM 105 I.2.3 The best practice approach and best fit approach 107 I.2.4 The reality and practical implication of Strategic HRM 111 II Strategic HRM in practice 113 II.1 HR strategy 113 II.1.1 HR strategy definitions 113 II.1.2 Overall and specific HR strategies 114 II.1.3 Developing effective HR strategy 116 II.2 Strategic role of HR 118 II.2.1 Strategic nature of HR 118 II.2.2 Strategic role of HR directors, business partners, advisors and assistants 119 III HR strategies 121 III.1 Human Capital Management strategy 121 III.2 High Performance strategy 124 III.3 Corporate Social Responsibility strategy 127 III.4 Organization Development strategy 130 III.5 Employee Engagement strategy 133 III.6 Knowledge Management strategy 136 III.7 Employees Resourcing strategy 138 III.8 Talent Management strategy 142 III.9 Learning and Development strategy 145 III.10 Employee Rewarding strategy 148 III.11 Employee Relations strategy 151 PART C INTERNATIONAL HUMAN RESOURCE MANAGEMENT I Global business context 153 I.1 Socio-cultural context 153 I.1.1 National culture and management issues 153 I.1.2 National culture and HRM issues 156 I.2 Institutional context 158 I.2.1 National institutions 158 I.2.2 International institutions 162 I.3 Technology and organizational impact 163 II Multinational Enterprise 169 II.1 Evolution of Multinational Enterprise 169 II.2 Organizational structure design 180 II.3 Parent-subsidiary relationship 186 III International HRM in Multinational Enterprises 193 III.1 International HR planning 193 III.2 International HR staffing and assignment 195 III.3 International training and management development 210 III.4 International compensation 222 III.5 International performance management 230 III.5.1 Purposes and roles of international performance management 230 III.5.2 Effective international performance management system 233 IV Global issues of International HRM 238 IV.1 Global cooperation and partnerships 238 IV.1.1 International joint-ventures 238 IV.1.2 Mergers and acquisitions 240 IV.1.3 Strategic alliances 245 IV.2 Knowledge management 247 IV.2.1 Organizational knowledge 247 IV.2.2 Transfer of knowledge 250 IV.2.3 Managing knowledge 253 IV.3 Differentiation or integration 255 IV.3.1 The relevance of the issue 256 IV.3.2 Mechanisms to achieve integration 257 IV.4 Other global issues 259 IV.4.1 Employer branding 259 IV.4.2 Managing talent 260 REFERENCE 264 ILLUSTRATIONS AND TABLES 281 FOREWORD Strategic Human Resource Management and International Human Resource Management are new management academic courses delivered at many world universities They appeared as a result of the combination and integration approach toward the fields of Strategic Management, International Management and the field of Human Resource Management as a background Strategic Human Resource Management highlights the importance of all the Human Resource Management functional areas, including recruitment, training and remuneration (compensation) through uplift all of them to the wholecompany strategic level while International Human Resource Management adds the international dimension to the tradition understanding of Human Resource Management During these courses the students, the readers will study, beside Strategic Human Resource Management in theories, the main Human Resource strategies that cover one functional area of Human Resource Management or several areas at the same time in both the domestic and international dimension So, the content and the possible application in practice of those main Human Resource strategies will be examined in detail Due to the fact that the course of Strategic Human Resource Management as well as the course of International Human Resource Management are totally new and delivered mainly in English Moreover, all accessible textbooks are presented in English This textbook, in a quite condensed form, is very useful and helpful for the readers to quickly and easily understand the main points of the given two important issues As an author, I hope that this textbook will make the study of Strategic Human Resource Management and International Human Resource Management courses easier and more fruitful Nguyen Hoang Tien Part A HUMAN RESOURCE MANAGEMENT I HRM and its business context I.1 Definitions, principles, aims of HRM Definitions of Human Resource Management Human Resource Management is usually defined and understood as an approach, with strategic accent, to managing people which is considered as core and the most valuable assets in enterprise, who individually and collectively contribute to the achievement of objectives of enterprise As the followings, we have several important definitions reflecting the general views of the authors in the mainstream literature of Human Resource Management Boxall describes Human Resource Management simply as the management of works and people towards desired ends (Boxall et al 2007) As John Storey believes, Human Resource Management can be regarded as a set of interrelated strategies, policies, procedures and practices with an ideological and philosophical underpinning He suggests four following aspects that constitute to the meaningful version of Human Resource Management (Storey 1989): A particular constellation of beliefs and assumptions; A strategic thrust that informs all decisions about people management; The central involvement of line managers; Reliance upon a set of levers to shape the employment relationship Human Resource Management, and the general management process alike, could be defined by a certain cycle model In this cycle model, Fombrun, Tichy and Devanna held that Human Resource systems and the organization structure should be managed in a way that is relevant to and congruent with organization strategy They also further explained that there exists a Human Resource Management cycle which consists of four generic processes or functions that are performed throughout and in all organizations (Fombrun, Tichy, Devanna 1984): 10 Cappelli, P and Crocker-Hefter, A (1996) Distinctive human resources are firms’ core competencies, Organizational Dynamics, Winter, pp 7–22 Castells, M (1996) The Information Age: Economy, Society and Culture Vol I: The Rise of the Network Society Oxford: Blackwell Cerdin, J.L (2003) “International diffusion of HRM practices: The role of expatriates,” Beta: Scandinavian Journal of Business Research 17 (1): 48–58 Chamberlain, N.W and Kuhn, J.W (1965) Collective Bargaining New York: McGraw-Hill Chandler A.D (1962): Strategy and structure MIT Press, Boston, MA Chartered Institute of Personnel and Development (2000) Chartered Institute of Personnel and Development (2002) Labour Turnover CIPD Survey Report Chatzkel J.L (2004) Human capital: the rules of engagement are changing, Lifelong Learning in Europe, (3), pp 139–45 Chiesa, V and Manzini, R (1996) “Managing knowledge transfer within multinational firms,” International Journal of Technology Management 12 (4): 462–476 Child, J (1972) Organizational structure, environment and performance: the role of strategic choice, Sociology, (3), pp 1–22 CIPD (2001) Telephone interviewing, Quick Facts London: CIPD CIPD (2002a) Recruitment on the Internet, Quick Facts London: CIPD Cohen, W and Levinthal, D (1990) ‘Absorptive capacity: a new perspective on learning and innovation’, Administrative Science Quarterly, vol 35, pp 128–52 Collin, A and Young, R A (eds) (2000) The Future of Career Cambridge: Cambridge University Press Conboy, B (1976) Pay at Work London: Arrow Books Cook, S and Macauley, S (1997) ‘Empowered customer service’, Empowerment in Organizations, Vol 5, No 1, pp 54–60 Cooley, M (1987) Architect or Bee? The Human Price of Technology London: Hogarth Press Cooper, C (2002) ‘Wanted: leaders to transform public services’, Sunday Times, 13 January, p 17 Corney, M (1995) ‘Employee development schemes’, Employment Gazette, Vol 103, No 10, pp 385–390 Coulson-Thomas, C (2000) ‘Carry on campus’, People Management, Vol 6, No 4, 17 February, p 33 Cowling, A and Walters, M (1990) ‘Manpower planning – where are we today?’, Personnel Review, Vol 19, No 3, pp 3–8 Crookell, H H (1986) ‘Specialisation and international competitiveness’, in H Etemad and L S Sulude (eds.), Managing the Multinational Subsidiary London: Croom Helm Cully, M., Woodland, S., O’Reilly, A and Dix, G (1999) Britain at Work London: Routledge 267 Cummins, T G and Worley, C G (2005) Organization Development and Change, South-Western Publishing, Mason, OH Currie, G (1999) ‘Resistance around a management development Davenport, T.H and Prusak, L (1998) Working Knowledge: How Organizations Manage What They Know, Boston, MA: Harvard Business School Press Davies, G., Chun, R., Da Silva, R.V and Roper, S (2003) Corporate Reputation and Competitiveness, London: Routledge Davis, T (1990) ‘Whose job is management development: comparing the choices’, Journal of Management Development, Vol 9, No 1, pp 58–70 Delery, J E and Doty, H D (1996) Modes of theorizing in strategic human resource management: tests of universality, contingency and configurational performance predictions, Academy of Management Journal, 39 (4), pp 802–35 Denny, S (2003) ‘Culture and its influence on management: A critique and an empirical test’, in M Tayeb, International Management: Theories and Practices London: Pearson Education Department of Employment (1974) Company Manpower Planning London: HMSO Desouza, K.C (2003) “Knowledge management barriers: Why the technology imperative seldom works”, Business Horizons, January–February, 25–29 Development, London Doeringer, P.B and Piore, M.J (1971) Internal Labor Markets and Manpower Analysis Lexington, Mass.: Heath Dyer, L and Holder, G W (1988) Strategic human resource management and planning, in Human Resource Management: Evolving roles and responsibilities, ed L Dyer, Bureau of National Affairs, Washington, DC Easterby-Smith, M (1994) Evaluation of Management Education, Training and Development Aldershot:Gower Elkjaer, B (1999) “In search of a social learning theory,” in M EasterbySmith, J Burgoyne and L Araujo (eds), Organizational Learning and the Learning Organization: Developments in Theory and Practice, London: Sage Employment Trends, 544, pp 6–8 Engagement, Institute of Employment Studies, Brighton Flanders, A (1968) ‘Collective bargaining: a theoretical analysis’, British Journal of Industrial Relations, Vol 6, No 1, pp 1–26 Fombrun, C J, Tichy, N M and Devanna, M A(1984) Strategic Human Resource Management, Wiley, New York Fontana, D (1981) ‘Learning and teaching’, in Cooper, C.L (ed.) Psychology for Managers: A Text for Managers and Trade Unionists London: The British Psychological Society and Macmillan, pp 64–78 Foss, J (1997) Resources, Firms, and Strategies: A Reader in the Resource-Based Perspective Oxford University Press Foss, N J and Pedersen, T (2001) ‘Transferring knowledge in MNCs— the role of sources of subsidiary knowledge and organizational context’, Journal of International Management, vol 8, no 1, pp 49–68 268 Fowler, A (1992) ‘How to plan an assessment center’, PM Plus, December, pp 21–23 Fox, A (1975) ‘Collective bargaining, Flanders and the Webbs’, British Journal of Industrial Relations, Vol 13, No 2, pp 151–174 Freeman, R E (1984) Strategic Management: A stakeholder perspective, Prentice-Hall, Englewood Cliffs, NJ Gagne, R.M (1974) Essentials of Learning for Instruction Hinsdale, Ill.: Dryden Press Garvin, D A(1993) Building a learning organization, Harvard Business Review, July–August, pp 78–91 Gatley, S., Leesem, R., and Altman, Y (eds.), (1996) Comparative Management: A Transcultural Odyssey London: McGraw-Hill Book Company Ghoshal, S and Gratton, L (2002) “Integrating the enterprise,” Sloan Management Review 44 (1): 31–38 Giroud, A (2000) ‘Japanese transnational corporations’ knowledge transfer to South East Asia: the case of the electrical and electronics sector in Malaysia’, International Business Review, vol 9, pp 571–86 Gratton, L (1999) People processes as a source of competitive advantage, in Strategic Human Resource Management, ed L Gratton et al, Oxford University Press, Oxford Gratton, LA(2000) Real step change, People Management, 16 March, pp 27–30 Grayson, D (1984) ‘Shape of payment systems to come’, Employment Gazette, April, pp 175–181 Greer C R (2001) Strategic Human Resource Management Prentice Hall Greer C R (2003) Strategic Human Resource Management Pearson Publishing Company Guest, D E (1987) Human resource management and industrial relations, Journal of Management Studies, 14 (5), pp 503–21 Guest, D E (1991) Personnel management: the end of orthodoxy, British Journal of Industrial Relations, 29 (2), pp 149–76 Gupta, A K and Govindarajan, V (2000) ‘Knowledge flows within multinational corporations,’ Strategic Management Journal, vol 21, pp 473–96 Hall, D.T (1984): ‘Human resource development and organizational effectiveness’, in Fombrun, C., Tichy, N and Devanna, M (eds) Strategic Human Resource Management New York: John Wiley Hall Hamel, G and Prahalad, C K (1989) Strategic intent, Harvard Business Review, May–June, pp 63–76 Handbook of Human Resource Management, ed Peter Boxall, John Purcell and Patrick Wright, Oxford University Press, Oxford Hansen, M.T., Nohria, N and Tierney, T (1999) “What is your strategy for managing knowledge?,” Harvard Business Review 77(2): 106–116 Harris, F and de Chernatony, L (2001) “Corporate branding and corporate brand performance,” European Marketing Journal 35 (3/4): 441–456 269 Harris, H., Brewster, C and Sparrow, P.R (2003) International Human Resource Management, London: CIPD Publishing Harrison, R (2000) Employee Development, 3rd edition, Chartered Institute of Personnel and Development, London Harrison, R (1997) Employee Development London: Institute of Personnel and Development Hedlund, C (1986) ‘The hypermodern MNC: a heterarchy?’, Human Resource Management, vol 25, pp 9–35 Hendry, C and Pettigrew, A (1986) The practice of strategic human resource management, Personnel Review, 15, pp 2–8 Hendry, C (1995) Human Resource Management: A Strategic Approach to Employment Oxford:Butterworth-Heinemann Herzberg, F (1966) Work and the Nature of Man Cleveland, Ohio: World Publishing Hickson, D J and Pugh, D S (1995) Management Worldwide Harmondsworth, Penguin Hofstede, G (1980) Culture’s Consequences California: Sage Publications Honey, P and Mumford, A (1986) Manual of Learning Styles, 2nd edn Maidenhead: Peter Honey Honold, L (1997) ‘A review of the literature on employee empowerment’, Empowerment in Organizations, Vol 5, No 4, pp 202–212 Huczynski, A and Buchanan, D (2001) Organizational Behavior: An Introductory Text, 4th edn Harlow: Prentice Hall Husted, B W and Salazar, J (2006) Taking Friedman seriously: maximizing profits and social performance, Journal of Management Studies, 43 (1), pp 75–91 IDS (1992) ‘PRP grows as tax relief doubles’, IDS Study 520, December Industrial Relations Services (IRS) (1993) Multi-employer bargaining, IRS Industrial Society (1998) ‘Graduate recruitment and development’, Managing Best Practice, No 53, London Industrial Society, (1997) ‘Senior management development’, Managing Best Practice, No 80, London IPM (1992) Statement on Human Resource Planning London: IPD IRS (1999) ‘The business of selection: an IRS survey’, Employee Development Bulletin 117, September, pp 5–16 IRS (2002) ‘Focus of attention,’ IRS Employment Review 749, 15 April, pp 36–42 IRS (2002a) ‘Internet recruiting the FTSE-100 way’, IRS Employment Review 746, 25 February, pp 35–40 Irvine, D and Wilson, J.P (1994) ‘Outdoor management development: reality or illusion?’, Journal of Management Development, Vol 13, No 5, pp 25–37 Johanson, J and Vahlne, J E (1977) ‘The internationalisation process of the firm: a model of knowledge development on increasing foreign commitments’, Journal of International Business Studies, vol 8, no 1, pp 23–32 270 Jones, P and Oswick, C (1993) ‘Outcomes of outdoor management development: articles of faith?’, Journal of European Industrial Training, Vol 17, No 3, pp 10–18 Kanuango, R N and Mendonca, M (1994) Work Motivation: Models for Developing Countries New Delhi: Sage Kay, J (1999) Strategy and the illusions of grand designs, Mastering Strategy, Financial Times, 21 May, pp 2–4 Keep, E (1989) Corporate training strategies, in New Perspectives on Human Resource Management, ed J Storey, Blackwell, Oxford Kerr, A and McDougall, M (1999) ‘The small business of developing people’, International Small Business Journal, Jan/March, Vol 17, No 66, pp 65– 74 Kerr, C (1954) ‘The balkanisation of labor markets’, in Bakke, F.W (ed.) Labor Mobility and Economic Opportunity Cambridge, Mass.: MIT Press, pp 92– 110 Kochan, T A (2007) Social legitimacy of the HR profession, in Oxford Handbook of Human Resource Management, ed Peter Boxall, John Purcell and Patrick Wright, Oxford University Press, Oxford Kochan, T.A and Barocci, T (1985) Human Resource Management Industrial Relations: Text, Readings and Cases Boston, Mass.: Little, Brown Kogut, B and Zander, U (1992) ‘Knowledge of the firm, combinative capabilities, and the replication of technology’, Organization Science, vol 3, pp 383–97 Kogut, B and Zander, U (1995) ‘Knowledge and the speed of transfer and imitation of organizational capabilities: an empirical test’, Organization Science, vol 6, pp 76–92 Kolb, D A (1984) Experiential Learning: Experience as the source of learning and development, Prentice-Hall, Englewood Cliffs, NJ Kolb, D (1984) Experiential Learning New York: Prentice Hall Kostova, T (1999) ‘Transnational transfer of strategic organisational practices: a contextual perspective’, Academy of Management Review, vol 24, no Online edition Kroeber, A L and Kluckhohn, C (1952) ‘Culture - a critical review of concepts and definitions’, papers of Peabody Museum of American Archaeology and Ethnology, Harvard University, vol XIVII, no Kumar, R and Usunier, J.C (2001) ‘Management education in a globalising world’, Management Learning, Vol 32, No 3, pp 363–391 Lane, C (1995) Industry and Society in Europe: Stability and Change in Britain, Germany and France Aldershot: Edward Elgar Lane, P and Lubatkin, M (1998) ‘Relative absorptive capacity and interorganizational learning’, Strategic Management Journal, vol 19, pp 461–77 Lashley, C (1997) Empowering Service Excellence: Beyond the Quick Fix London: Cassell Lawler, E E (1986) High Involvement Management, Jossey-Bass, San Francisco 271 Lawrence, P R and Lorsch, J W (1967) Organization and Environment: Managing Differentiation and Integration Boston: Harvard University Press Legge, K (1995) Human Resource Management: Rhetorics and realities, Macmillan, London Lewin, K (1947) Frontiers in group dynamics, Human Relations, (1), pp 5–42 Lewin, K (1951) Field Theory in Social Science, Harper & Row, New York Lewis, C (1985) Employee Selection London: Hutchinson Liebeskind, J.P (1996) “Knowledge strategy, and the theory of the firm,” Strategic Management Journal 17: 93–107 Liff, S (2000) ‘Manpower or human resource planning – what’s in a name?’, in Bach, S and Sisson, K (eds) Personnel Management: A Comprehensive Guide to Theory and Practice, 3rd edn Oxford: Blackwell Lowry, D (2002) ‘Performance management’, in Leopold, J (ed.) Human Resources in Organizations Harlow: FT/Prentice Hall Mabert, V.A., Soni, A and Venkataraman, M.A (2003) “The impact of organization size on enterprise resource planning (ERP) implementations in the US manufacturing sector,” Omega, International Journal of Management Science 31 (3): 235–246 Mabey, C and Salamon, G (1995) Strategic Human Resource Management Oxford: Blackwell Mackay, L and Torrington, D (1986) The Changing Nature of Personnel Management London: IPM Management, ed Peter Boxall, John Purcell and Patrick Wright, Oxford University Press, Oxford Marchington, M and Wilkinson, A (1996) Core Personnel and Development London: IPD Marchington, M and Wilkinson, A (2002) People Management and Development London: CIPD Marchington, M., Goodman, J., Wilkinson, A and Ackers, P (1992) New Developments in Employee Involvement Employment Department Research Series Margerison, C (1976) ‘A constructive approach to appraisal’, Personnel Management, July pp 30–33 Margerison, C (1991) Making Management Development Work Maidenhead: McGraw-Hill Margerison, C (1994) ‘Managing career choices’, in Mumford, A (ed.) Gower Handbook of Management Development Aldershot: Gower Marsden, D (1991) ‘Indigenous management’, International Journal of Human Resource Management, vol 2, pp 21–38 Marsick, V J (1994) Trends in managerial invention: creating a learning map, Management Learning, 21 (1), pp 11–33 Martin, G and Beaumont, P (1998) “HRM and the diffusion of best practice,” International Journal of Human Resource Management (4): 671–695 272 Mayo, A (1995) ‘Economic indicators of HRM’, in Lonsdale, C and Cox, A (1998) ‘Falling in with the out crowd’, People Management, 15 October, pp 52–55 McBeath, G (1992) The Handbook of Human Resource Planning Oxford: Blackwell McGregor, D (1957) ‘An uneasy look at performance’, Harvard Business Review, Vol 35, pp 89–94 McWilliams, A, Siegel, D S and Wright, PM (2006) CSR: strategic implications, Journal of Management Studies, 43 (1), pp 1–12 Mecklenberg, S, Deering, A and Sharp, D (1999) Knowledge management: a secret engine of corporate growth, Executive Agenda, 2, pp 5–15 Mellahi, K (2003) National culture and management practices: the case of Gulf Cooperation Council countries’, in M H Tayeb, International Management: Theories and Practices Harlow: Pearson Education Chapter Menon, S (1995) Employee Empowerment: Definition, Measurement and Construct Validation Toronto: McGill-Queen’s University Press Miami Michaels, E., Handfield-Jones, H and Axelrod, B (2001) The War for Talent Boston, MA: Harvard Business School Press Miles, R E and Snow, C C (1978) Organizational Strategy: Structure and process, McGraw-Hill, New York Miller, A and Dess, G G (1996) Strategic Management, 2nd edn, McGrawHill, New York Miller, R and Stewart, J (1999) ‘U and improved: opened university’, People Management, Vol 5, No 12, 17 June, pp 42–46 Millward, N., Bryson, A and Forth, J (2000) All Change at Work? London: Routledge Mintzberg, H (1994) The Rise and Fall of Strategic Planning Hemel Hempstead: Prentice Hall Miroshnik, V (2002) ‘Culture and international management: a review’, Journal of Management Development, Vol 21, No 7, pp 521–544 Mole, G (1996) ‘The management training industry in the UK: an HRD director’s critique’, Human Resource Management Journal, Vol 6, No 1, pp 19– 26 Mowery, D C., Hoanne, E O., and Silverman, B S (1996) ‘Strategic alliances and inter-firm knowledge transfer’, Strategic Management Journal, vol 17, pp 77–91 Mumford, A (1988) ‘Learning to learn and management selfdevelopment’, in Pedler, M., Burgoyne, J and Boydell, T (eds) Applying SelfDevelopment in Organizations New York: Prentice Hall, pp 22–27 Mumford, A (1997) Management Development: Strategies for Action, 3rd edn London: IPD Murlis, H (1996) Pay at the Crossroads, Institute of Personnel and Nadler, L (1984) The Handbook of Human Resource Development New York: John Wiley 273 Nahapiet, J and Ghoshal, S (1998) Social capital, intellectual capital and the organizational advantage, Academy of Management Review, 23 (2), pp 242– 66 Nalbantian, R, Guzzo, R A, Kieffer, D and Doherty, J (2004) Play to Your Strengths: Managing your internal labor markets for lasting competitive advantage, McGraw-Hill, New York Nguyen Hoang Tien (2012): Change management of enterprise in modern economy PTM, Warsaw Nguyen Hoang Tien (2012): Competitiveness of enterprises in knowledge based economy PTM, Warsaw Nguyen Hoang Tien (2013): Competitiveness of Vietnam’s economy PTM, Warsaw Nguyen Hoang Tien (2015): Human resource management Ho Chi Minh City Nguyen Hoang Tien (2015): Leadership on socially responsible enterprises, Ementon, Warsaw Nguyen Hoang Tien (2016): Strategic human resource management Ho Chi Minh City No Manchester: Manchester School of Management Nolan, P and Brown, W (1983) ‘Competition and workplace wage determination’, Oxford Bulletin of Economics and Statistics, Vol 45, pp 269–287 Nonaka, I (1991) The knowledge creating company, Harvard Business Review, November–December, pp 96–104 Nonaka, I and Takeuchi, H (1995) The Knowledge Creating Company, Oxford University Press, New York Nonaka, I and Takeuchi, H (1998) ‘The knowledge-creating company’, in C Mabey, G Salaman, and J Storey (eds), Strategic Human Resource Management London: Sage O’Doherty, D (2001) ‘Job design: signs, symbols and resignations’, in Beardwell, I and Holden, L (eds) Human Resource Management, 3rd edn Harlow: FT/Prentice Hall Orr, J.E (1990) “Sharing knowledge, celebrating identity: community memory in a service culture,” in D Middleton and D Edwards (eds) Collective Remembering London: Sage Osterman, P (1984) ‘The nature and importance of internal labor markets’, in Osterman, P (ed.) Internal Labor Markets Cambridge, Mass.: MIT Press, pp 1– 22 Osterman, P (1987) ‘Choice of employment systems in internal labour markets’, Industrial Relations, Vol 26, No 1, pp 46–67 Paauwe, J (2004) HRM and Performance, Oxford University Press, Oxford Pearce, J A and Robinson, R B (1988) Strategic Management: Strategy formulation and implementation, Irwin, Georgetown, Ontario Pedler, M, Boydell, T and Burgoyne, J (1989) Towards the learning company, Management Education and Development, 20 (1), pp 1–8 274 Pedler, M (1988) ‘Self-development and work organizations’, in Pedler, M., Burgoyne, J and Boydell, T (eds) Applying Self-Development in Organizations New York: Prentice Hall, pp 1–19 Pedler, M., Burgoyne, J., Boydell, T and Welshman, G (1990) SelfDevelopment in Organizations Maidenhead: McGraw-Hill Perlmutter, H V (1969) ‘The tortuous evolution of the multinational corporation’, Columbia Journal of World Business, vol 4, pp 9–18 Pfeffer, J (1994) Competitive Advantage through People, Harvard Business School Press, Boston, MA Pollard, D (2001) ‘Learning in international joint ventures’, in M H Tayeb (ed.), International Business Partnerships: Issues and Concerns Basingstoke: Palgrave (Macmillan) Chapter Porter, M E (1985) Competitive Advantage: Creating and sustaining superior performance, Free Press, New York Porter, M E and Kramer, M R (2006) Strategy and society: the link between competitive advantage and corporate social responsibility, Harvard Business Review, December, pp 78–92 Porter, M.E (1990) The Competitive Advantage of Nations, London: Macmillan Poynter, T A and Rugman, A R (1982) ‘World product mandates: how will multinationals respond?’, Business Quarterly, vol 46 (Fall), pp 54–61 pp 21–29 Prahalad, C K and Doz, Y L (1987) The Multinational Mission: Balancing Global Demands and Global Vision New York: Free Press Prahalad, C K (1976) ‘Strategic choices in diversified MNCs’, Harvard Business Review, July–August, pp 67–78 programme: negotiated order in an NHS Trust’, Management Learning, Vol 30, No 1, pp 43–61 Prokopenko, J (1998) Management Development: AGuide for the Profession Geneva: International Labour Office Purcell, J (1999) Best practice or best fit: chimera or cul-de-sac?, Human Resource Management Journal, (3), pp 26–41 Purcell, J, Kinnie, K, Hutchinson, S, Rayton, B and Swart, J (2003) Understanding the People and Performance Link: Unlocking the black box, Chartered Institute of Personnel and Development, London Rae, L (1986) How to Measure Training Effectiveness Aldershot: Gower Rana, E (2000) ‘2000 predictions: Enter the people dimension’, People Management, Vol 6, No 1, January, pp 16–17 Ready, D A and Conger, J A (2007) Make your company a talent factory, Harvard Business Review, June, pp 68–77 Reilly, P (2000) “HR shared services and the realignment of HR,” Institute of Employment Studies Report 368, Brighton: IES Reynolds, J (2004) Helping People Learn, Chartered Institute of Personnel and Development, London 275 Reynolds, J, Caley, L and Mason, R (2002) How Do People Learn?, Chartered Institute of Personnel and Development, London Ribeaux, P and Poppleton, S.E (1978) Psychology and Work: An Introduction London: Macmillan Richardson, R and Thompson, M (1999) The Impact of People Management Practices on Business Performance: A literature review, Institute of Personnel and Development, London Rifkin, J (1995) The End of Work: The Decline of the Global Labor Force and the Dawn of the Post-Market Era New York: Putnam Roberts, C and McDonald, G (1995) ‘Training to fail’, Journal of Management Development, Vol 14, No 4, pp 1–16 Roberts, I (2001) ‘Reward and performance management’, in Beardwell I and Holden, L (eds) Human Resource Management, 3rd edn Harlow: FT/Prentice Robinson, D, Perryman, S and Hayday, S (2004) The Drivers of Employee Rogers, E M (1983) Diffusion of Innovation New York: Free Press Third edition Rose, E (2001) Employment Relations Harlow: Prentice Hall Rosenfeld, R and Wilson, D (1999) Managing Organizations: Texts, Readings and Cases, 2nd edn London: McGraw-Hill Rosenfield, R and Wilson, D (1999) Managing Organizational Behaviour: Text, Readings and Cases, 2nd edn London: McGraw-Hill Rothstein, L.R (1995) ‘The empowerment effort that came undone’, Harvard Business Review, January–February, pp 20–31 Rothwell, S (1995) ‘Human resource planning’, in Storey, J (ed.) Human Resource Management: A Critical Text London: Routledge Rumelt, R P (1984) Towards a strategic theory of the firm, in Competitive Strategic Management, ed P C Nystrom and W H Starbuck, Prentice-Hall, Englewood Cliffs, NJ Russell, P (2001) ‘In-box clever,’ People Management, April, p 38, 39 Saee, J and Mouzytchenko, O (1999) ‘The role of multinational entrepreneurs within the Australian economy: strategic entrepreneurs management training and institutional responses and solutions’, Journal of European Business Education, December, Vol 9, No 1, pp 62–79 Salaman, G (1995) Managing Buckingham: Open University Press Salamon, M (1992) Industrial Relations: Theory and Practice Englewood Cliffs, NJ: Prentice Hall Scarborough, H, Swan, J and Preston, J (1999) Knowledge Management: A literature review, Institute of Personnel and Development, London Scarborough, H (2003) ‘Recipe for success’, People Management, Vol 5, No 2, 23 January, pp 32–35 Schein, E H (1969) Process Consultation: Its role in organizational development, Addison-Wesley, Reading, MA Schein, E H (1985) Organizational Culture and Leadership: A Dynamic View San Francisco: Jossey-Bass de Chernatony, L (2001) From Brand Vision to Brand Evaluation, Oxford: Butterworth-Heinemann 276 Schuler, R S (1992) Strategic human resource management: linking people with the strategic needs of the business, Organizational Dynamics, 21 (1), pp 18– 32 Schuler, R S and Jackson, S E (1987) Linking competitive strategies with human resource management practices, Academy of Management Executive, (3), pp 207–19 Schuler, R S and Walker, J (1990) Human resources strategy: focusing on issues and actions, Organization Dynamics, Summer, pp 5–19 Schwartz, S H (1999) ‘A theory of cultural values and some implications for work’, Applied Psychology: An International Review, 48(1), pp 23–47 Sears, D (2003) Successful Talent Strategies, American Management Association, New York Senge, P (1990) The Fifth Discipline: The art and practice of the learning organization, Random Century, New York Shamir, B (1991) ‘Meaning, self and motivation in organizations’, Organizational Studies, Vol 12, No 3, pp 405–424 Sloman, M (1999) Seize the day, People Management, 20 May, p 31 Smith, A and Porter, J (1990) ‘The tailor-made training maze: a practitioner’s guide to evaluation’, Journal of European Industrial Training, Vol 14, No 8, complete issue Sparkes, J R and Miyake, M (2000) International Business Review, vol 9, pp 599–612 Sparrow P., C Brewster, H Harris (2004): Globalizing Human Resource Management Routledge Taylor & Francis Group Spellman, R (1992) Gaining a competitive advantage in the labor market, in Strategies for Human Resource Management, ed Michael Armstrong, Kogan Page, London Spender, J.-C (1998) “The dynamics of individual and organizational knowledge,” in C Eden and J.-C Spender (eds) Managerial and Organizational Cognition: Theory, Methods and Research London: Sage Stammers, R and Patrick, J (1975) The Psychology of Training London: Methuen Storey, J (1989) From personnel management to human resource management, in New Perspectives on Human Resource Management, ed J Storey, Routledge, London Storey, J (1992) Developments in the Management of Human Resources Oxford: Blackwell Sung, J and Ashton, D (2005) High Performance Work Practices: Linking strategy and skills to performance outcomes, DTI in association with CIPD Syrett, M and Lammiman, J (1999) Management Development: Making the Investment Count London:Profile Books Szulanski, G (1996) ‘Exploring internal stickiness: impediments to the transfer of best practice within the firm’, Strategic Management Journal, vol 17, Winter special issue, pp 27–43 277 Tansley, C (1999) ‘Human resource planning: Strategies, systems and processes’, in Leopold, J., Harris, L and Tayeb M H (2005): International Human Resource Management A Multinational Company Perspective Oxford University Press Tayeb, M H (1988) Organizations and National Culture: A Comparative Analysis London: Sage Publications Tayeb, M H (1992) The Global Business Environment London: Sage Publications Tayeb, M H (1994) ‘Japanese managers and British culture: a comparative case study’, International Journal of Human Resource Management, vol 5, no 1, pp 145–66 Tayeb, M H (1995) ‘The competitive advantage of nations: the role of HRM and its socio-cultural context’, International Journal of Human Resource Management, vol 6, no pp 588–605 Tayeb, M H (2000) The Management of International Enterprises: A Socio-Political View Basingstoke: Macmillan Taylor, S (2002) People Resourcing London: CIPD The People Management Implications of Mergers and Acquisitions, Joint Ventures and Divestments CIPD Research Report, September Thomason, G (1988) A Textbook of Human Resource Management London: IPM Thompson, J (2001) Understanding Corporate Strategy London: Thomson Learning Thompson, M and Heron, P (2005) Management capability and high performance work organization, International Journal of Human Resource Management, 16 (6), pp 1029–48 Thomson, A., Mabey, C., Storey, J., Gray, C and Iles, P (2001) Changing Patterns of Management Development Oxford: Blackwell Business Thomson, A., Mabey, C., Storey, J., Gray, C and Iles, P (2001) Changing Patterns of Management Development Oxford: Blackwell Business Tolentino, A (1998) ‘Training and development of entrepreneur-managers of small enterprises’, in Prokopenko, J (ed.) Management Development: A Guide for the Profession, Geneva: International Labour Office, pp 471–492 Torrington, D., Hall, L and Taylor, S (2002) Human Resource Management Harlow: FT/Prentice Hall Torrington, D., Weightman, J and Johns, K (1994) Effective Management: People and Organizations, 2nd edn Hemel Hempstead: Prentice Hall Towers Perrin (2007) Global Workforce Study, http://www towersperrin.com Triandis, H C (1995) Individualism and Collectivism Boulder, CO: Westview Press Trompenaars, F (1993) Riding the Wave of Culture London: Economist Books Tyson, S (ed.) Strategic Prospects for HRM London: IPD, p 34 278 Ulrich, D and Brockbank, W (2005) The HR Value Proposition, Harvard Press, Cambridge, MA Ulrich, D and Lake, D (1990) Organizational Capability: Competing from the inside out, Wiley, New York Ulrich, D (1995) “Shared services: From vogue to value,” Human Resource Planning 18 (3): 12–23 Ulrich, D (2000) “From eBusiness to eHR,” Human Resource Planning 20 (3): 12–21 Ulrich, D and Stewart Black, J (1999) ‘All around the world: worldly wise’, People Management, Vol 5, No 21, 25 October, pp 42–46 Vernadat, F.B (1996) Enterprise Modelling and Integration: Principles and Applications, London: Chapman and Hall Vineall, T (1994) ‘Planning management development’, in Mumford, A (ed.) Gower Handbook of Management Development, 4th edn Aldershot: Gower Wall, T.D and Lischerson, J.A (1977) Worker Participation: A Critique of the Literature and Some Fresh Evidence London: McGraw-Hill Walton, J (1999) Strategic Human Resource Development, Financial Times/ Prentice Hall, Harlow Walton, R E (1985) From control to commitment in the workplace, Harvard Business Review, 63, pp 76–84 Walton, R.E and McKersie, R.B (1965) A Behavioral Theory of Labor Negotiations New York: McGraw-Hill Ward, P.J (1993) ‘A study of organizational variables affecting worker empowerment’, Educational and Psychological Studies, Miami, Fla.: University of Warr, P., Bird, M and Rackham, N (1970) Evaluation of Management Training London: Gower Watson, T and Harris, P (1999) The Emergent Manager.London: Sage Watson, T (eds) Strategic Human Resourcing: Principle, Perspectives and Practice Harlow: FT/Pitman Webb, S and Webb, B (1902) Industrial Democracy London: Longman Wedderburn, W (1986) The Worker and the Law London: Penguin Welch, D (1994) ‘HRM implications of globalization’, Journal of General Management, vol 19, pp 52–68 Wernerfelt, B (1984) Aresource-based view of the firm, Strategic Management Journal, (2), pp 171–80 White, A (2002) Interview with author at Jones the Bootmaker Ltd Whittington, R (1993) What is Strategy and Does It Matter?, London: Routledge Wick, C W and Leon, L S (1995) Creating a learning organization: from ideas to action, Human Resource Management, Summer, pp 299–311 Wilkinson, A (1998) ‘Empowerment: theory and practice’, Personnel Review, Vol 27, No 1, pp 40–56 Woodall, J and Winstanley, D (1998) Management Development: Strategy and Practice Oxford: Blackwell 279 Worley, C, Hitchin, D and Ross, W (1996) Integrated Strategic Change: How organization development builds competitive advantage, Addison-Wesley, Reading, MA Wright, P M and McMahan, G C (1992) Theoretical perspectives for SHRM, Journal of Management, 18 (2), pp 295–320 Wright, P M and Snell, S A (1998) Towards a unifying framework for exploring fit and flexibility in strategic human resource management, Academy of Management Review, 23 (4), pp 756–72 Younger, J, Smallwood, N and Ulrich, D (2007) Developing your organization’s brand as a talent developer, Human Resource Planning, 30 (2), Yu, E and Mylopoulos, J (1997) “Modelling organizational issues for enterprise integration,” in Proceedings of International Conference on Enterprise Integration and Modelling Technology, London: Springer-Verlag 280 ILLUSTRATIONS AND TABLES Illustration 1: Human Resource Management cycle 11 Illustration 2: Scheme of Strategy’s definition 94 Illustration 3: Strategy as a set of choice of ends and means 94 Illustration 4: Strategy as a way of resources redeployment 95 Illustration 5: Strategy as sets of ends and means 95 Illustration 6: Strategy as a match between internals and externals 95 Illustration 7: Model of strategic management 99 Illustration 8: Model of Strategic Human Resource Management 100 Illustration 9: Model of Strategic Human Resource Management 101 Illustration 10: Model of Strategic Human Resource Management 101 Illustration 11: Model of Strategic Human Resource Management 101 Illustration 12: Model of Strategic Human Resource Management 102 Illustration 13: Horizontal integration 103 Illustration 14: Vertical integration 103 Illustration 15: Human Resource dimensions 104 Illustration 16: Human Resource Strategy’s purpose, content and typology 113 Illustration 17: Overall Human Resource strategies’ intents 114 Illustration 18: Commitment and engagement 134 Table 1: Impact of culture on Human Resource Management 12 Table Stages of individual’s professional development 51 Table Professional development’s orientations 52 Table 4: Human Resource characteristics of innovation competitive strategy 97 Table 5: Human Resource characteristics of quality competitive strategy 97 Table 6: Human Resource characteristics of cost competitive strategy 97 Table 7: Human Resource Management practices within three different strategies 109 Table Options for global staffing 202 281 ... Management, International Management and the field of Human Resource Management as a background Strategic Human Resource Management highlights the importance of all the Human Resource Management... IV.4 Performance management 83 IV.5 Employee involvement, communication and empowerment 87 PART B STRATEGIC HUMAN RESOURCE MANAGEMENT I Conceptual framework of Strategic HRM 93... Hoang Tien Part A HUMAN RESOURCE MANAGEMENT I HRM and its business context I.1 Definitions, principles, aims of HRM Definitions of Human Resource Management Human Resource Management is usually