Focusing on HRM developments in thirteen developing countries across Asia, Africa and the Middle East, this book explores the contextual functions of HR in these countries. In addition, it analyzes the more general issues of HRM in cross-national settings to give readers an understanding of HR that is both comparative and contextual.
Covering the policies and practices of China, South Korea, Taiwan, India, Nepal, Pakistan, Iran, Saudi Arabia, Algeria, Nigeria, Ghana, Kenya and South Africa, each chapter follows a framework that draws out all of the unique and diverse configurations of HRM.
This important text is an invaluable resource for all HRM practitioners, students and scholars of HRM, international HRM and international business.

Looking at the change in work brought about by globalization, this text examines how global competitive pressures in Asia are transforming workplace relations and impacting on strategies of managers as well as the responses and behaviours of trade unions and employees. The volume brings together research from Australia and New Zealand, as well as from China, Japan, Malaysia and Singapore, to illuminate our understanding of what is actually happening to organizations, workforces, employee groupings and individual employees as a result of globalization and the intensification of global competition in Pacific Asia.

Contents:
1. Introduction: dynamics of human resource management in developing countries Pawan S Budhwar and Yaw A Debrah
Part I. Human Resource Management in Asia
2. Human resource management in China Malcolm Warner
3. Human resource management in South Korea Won-Woo Park
4. Human resource management in Taiwan Tung-Chun Huang
5. Human resource management in India Pawan S Budhwar
6. Human resource management in Nepal Dev Raj Adikhari and Michael Muller
7. Human resource management in Pakistan Shaista E Khilji
8. Human resource management in Iran Monir Tayeb
9. Human resource management in Saudi Arabia Kamel Mellahi and Geoffrey T Wood
Part II Human resource management in Africa
10. Human resource management in Algeria Mohamed Branine
11. Human resource management in Nigeria Franca Ovadje and Augustine K. Ankomah
12. Human resource management in Ghana Yaw A Debrah
13. Human resource management in Kenya Ken Kamoche
14. Human resource management in South Africa Geoffrey T Wood and Kamel Mellahi
15. Conclusion: international competitive pressures and the challenges for HRM in developing countries Yaw A Debrah and Pawan S Budhwar

The globalization of business is a relatively new process. Although its influence on work, employment, the labour process and the management process has become increasingly significant, little is known about these developments. In order to redress this imbalance, this book provides evidence of the nature and degree of significance that globalization holds for nation states, cultures, trade unions, employees and business management. Underlying the various contributions is a focus upon the varied and complex nature of internationalism in the business world.

Looking at the change in work brought about by globalization, this text examines how global competitive pressures in Asia are transforming workplace relations and impacting on strategies of managers as well as the responses and behaviours of trade unions and employees. The volume brings together research from Australia and New Zealand, as well as from China, Japan, Malaysia and Singapore, to illuminate our understanding of what is actually happening to organizations, workforces, employee groupings and individual employees as a result of globalization and the intensification of global competition in Pacific Asia.

Although international labour migration from and within Asia is not a new phenomenon, it has received much media coverage since the 1997 Asian financial crisis. As businesses collapsed and unemployment figures started to rise, many low-paid migrant workers in labour-receiving countries in East Asia found their services no longer needed. As low-paid legal and illegal migrant workers became surplus to requirements they were threatened with expulsion/repatriation at a time when jobs were scarce in many of the labour-exporting countries.
On the part of the host countries, there was some concern as to what to do with the redundant migrant workers who do the difficult, dirty and dangerous jobs that the local workers shun. These countries were in a dilemma as to whether to deport these migrant workers or to allow them to stay on in anticipation of economic recovery.
The ensuing problems brought home to these countries that although their labour migration policies are built on the concept of temporariness, in reality it might be difficult if not impossible to avoid the use of migrant workers in the short term, if not the long term.
The migration of workers to the high growth countries in Pacific Asia in the 1980s was a new phenomenon in these countries. As such the host governments did not have in place adequate housing, social security and legal protection, but the tight controls following the financial crisis have pushed these issues to the back burner.
This volume discusses the debates and controversies surrounding this issue in Malaysia, Taiwan, SIngapore, South Korea, Japan and China.