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'This volume presents precisely the types of problems facing HR
professionals in multinational corporations and reveals the many
challenges of bridging across cultures and legal systems.' - Howard
Salazar, Manager of HR Operations, Harley-Davidson Motor Company,
US 'In aligning human resource management with the legal
requirements in different countries, multinational corporations
have to simultaneously stay true to their corporate culture and
honor the distinct cultures where they do business. This volume
provides deep insights for navigating this terrain in the 21st
Century.' - Pat Canavan, Senior Vice President for Global
Governance, Motorola Corporation (retired), US 'Leading a global HR
function requires a deep appreciation of many cultures and laws,
which are at the center of this important new book. Organizing the
learning around tangible problems is a great approach - valuable
for experienced practitioners and newly appointed HR professionals
alike.' - Cheri Alexander, Vice President, HR International
Operations, General Motors (retired), US Multinational corporations
face considerable complexity in setting the terms and conditions of
employment. Differing national laws prevent firms from developing
consistent sets of employment policies, but, at the same time,
employees are often expected to work closely with colleagues
located in many different countries and seek comparable treatment.
This critical volume offers a comprehensive analysis of how these
contradictory issues are dealt with in five countries - Australia,
Brazil, Germany, Japan and the United States. The authors identify
six key areas that present the most typical challenges: employee
voice (unionization and works councils), discrimination, privacy,
wrongful dismissal, compensation and benefits administration, and
global supply chain and labor standards. Working within these broad
categories, legal experts from each country offer a detailed
breakdown of twenty commonly confronted human resource problems and
the ways in which national laws affect their solutions. Using a
unique combination of primary sources, discussion questions and
expert analyses, this pioneering volume provides readers with a new
and intensive picture of human resource management across the
world. Human resources managers and other practitioners will find
this book an indispensable resource. The structure and approach
make it an ideal classroom text for students of business and
management, labor law and other related fields. Instructors from
other than the five countries can easily supplement analysis of the
problems by reference to their domestic systems, which gives this
work added flexibility and relevance.
'This volume presents precisely the types of problems facing HR
professionals in multinational corporations and reveals the many
challenges of bridging across cultures and legal systems.' - Howard
Salazar, Manager of HR Operations, Harley-Davidson Motor Company,
US 'In aligning human resource management with the legal
requirements in different countries, multinational corporations
have to simultaneously stay true to their corporate culture and
honor the distinct cultures where they do business. This volume
provides deep insights for navigating this terrain in the 21st
Century.' - Pat Canavan, Senior Vice President for Global
Governance, Motorola Corporation (retired), US 'Leading a global HR
function requires a deep appreciation of many cultures and laws,
which are at the center of this important new book. Organizing the
learning around tangible problems is a great approach - valuable
for experienced practitioners and newly appointed HR professionals
alike.' - Cheri Alexander, Vice President, HR International
Operations, General Motors (retired), US Multinational corporations
face considerable complexity in setting the terms and conditions of
employment. Differing national laws prevent firms from developing
consistent sets of employment policies, but, at the same time,
employees are often expected to work closely with colleagues
located in many different countries and seek comparable treatment.
This critical volume offers a comprehensive analysis of how these
contradictory issues are dealt with in five countries - Australia,
Brazil, Germany, Japan and the United States. The authors identify
six key areas that present the most typical challenges: employee
voice (unionization and works councils), discrimination, privacy,
wrongful dismissal, compensation and benefits administration, and
global supply chain and labor standards. Working within these broad
categories, legal experts from each country offer a detailed
breakdown of twenty commonly confronted human resource problems and
the ways in which national laws affect their solutions. Using a
unique combination of primary sources, discussion questions and
expert analyses, this pioneering volume provides readers with a new
and intensive picture of human resource management across the
world. Human resources managers and other practitioners will find
this book an indispensable resource. The structure and approach
make it an ideal classroom text for students of business and
management, labor law and other related fields. Instructors from
other than the five countries can easily supplement analysis of the
problems by reference to their domestic systems, which gives this
work added flexibility and relevance.
The 20th century witnessed two digital revolutions. Computing power
has revolutionized every industry, from finance to agriculture to
pharmaceuticals. We've got computers at work and at home, in our
pockets and our bags, on our wrists, and even embedded in the
architecture of our houses. At the same time a revolution in
digital communication unfolded, which has forever altered our
lives-work, social, and private-by enabling a world in which we're
never impossible to reach and have nearly limitless power to
express ourselves. But no one saw the downsides of these: powerful
computers threaten to displace human labor from a range of jobs,
both blue and white collar, and, after an election in which the
Internet played such a pivotal role in spreading disinformation-not
to mention the simple problem of never being able to escape our
jobs if our email goes with us everywhere-the possible pitfalls of
free communication become clearer. And now, as Neil Gershenfeld,
Joel Cutcher-Gershenfeld, and Alan Gershenfeld make clear, we are
in the early years of the third digital revolution: from
computation and communication comes fabrication. Fabrication
includes everything from 3D printing to laser cutters to machines
that can assemble anything, including themselves, by precisely
controlling the placement of individual atoms. We will soon be able
to program matter the same way we can now program a computer. This
may sound outlandish, but just as the smartphone is the logical
conclusion of trends in computing that began in the 1960s, so is
this fabrication technology of the future the extension of today's
trends in manufacturing. Neil Gershenfeld, an MIT professor, is at
the forefront of making it a reality, through his scientific work
as well as his championing of Fab Labs, a sort of low-cost personal
factory. In Designing Reality, he and his brothers Alan and Joel
explore not just the promise but the perils of this revolution in
fabrication. On one extreme, it promises self-sufficient cities,
the end of work, and the ability for each of us to design and
create anything we can imagine. On the other, it could lead to the
concentration of wealth in very few hands. Neither guaranteeing
utopia nor insisting that our worst nightmares are about to come
true, the Gershenfelds are trying to anticipate the future and
teach us how best to prepare for it, personally and as a society,
across education, employment and more. The first two digital
revolutions caught us flat-footed, and there has been a heavy price
to pay. Let us prepare for the future, not simply react to it.
Knowledge-Driven Work is a pioneering study of the cross-cultural
iffusion of ideas about the organization of work. These ideas,
linked with the knowledge of the workforce, are rapidly becoming
the primary source of competitive advantage in the world economy.
The book provides an in-depth look at eight Japanese-affiliated
manufacturing facilities operating in the United States, combined
with examinations of their sister facilities in Japan. The authors
offer their insights into the complex process by which elements of
work systems in one country interact with those in another. They
trace the flow of ideas from Japan to the US and other nations, and
the beginnings of a reverse diffusion of innovation back to Japan.
The authors organize their findings into six categories: the
cross-cultural diffusion of work practices, team-based work
systems, kaizen and employee involvement, employment security,
human resource management, and labor-management relations. Their
study of team-based work systems yields a taxonomy of teams and
reveals some conflicts between the desire for self-management and
the existence of interdependencies.
Investigations into kaizen (ongoing incremental improvement)
indicate that its emphasis on employee-driven, systematic problem
solving makes it a strong counterpoint to the idea of top-down
"re-engineering." Looking at employment security, the authors note
that while most US managers believe that it restrains managerial
flexibility, managers at the firms they observed see it as
essential to the flexibility associated with teamwork and kaizen.
The study of human resource management practices suggests
competitive advantages in diverse, older, unionized, and urban work
forces, and emphasizes the importance of wide-ranging training
programs in a work system premised on a long-term perspective. The
"wildcard" in the work places observed is labor-management
relations, the area in which Japanese managers have been least
likely to import their ideas. The authors report on several
situations in which existing labor-management structures remained
untouched, with mixed results: greater labor-management
consultation, for example, but also increased ambiguity of roles.
The thread running through all of these areas of work is "virtual
knowledge," an ephemeral form of knowledge derived from a
particular combination of people focused on a given issue. The
authors point out that this powerful form of knowledge is only
effectively harnessed in environments that are free of fear, that
have established procedures for collective problem-solving, and
that have some stability in group composition. They claim that too
often companies allow virtual knowledge to dissipate, squandering
opportunities to create more competitive workplaces. For those
organizations that have succeeded in anticipating and channeling
it, however, virtual knowledge leads to a knowledge-driven
workplace and continuous improvement.
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