Examines HR policies and practices in four major regions of the world, and presents a persuasive argument against the conventional practice of expatriate assigments. To compete in today’s business environment, corporations must be globally responsive–particularly when it comes to the often-neglected task of human resource management. HR executives must view policies and practices from the host country’s standpoint, not just their own. Dr. Duane argues this point in his challenging new book. In doing so he provides an and detailed comparative analysis of how the human resource function is planned and executed by corporations in four dominant areas of the world. Neither a superficial gloss nor a collection of readings but an integrated, easily accessed discussion and reference, Dr. Duane’s book offers a persuasive argument against the most common practice of expatriate assigments. Scholars, researchers, and upper level students will find the book espcially enlightening. Their corporate counterparts in decision-making capacities will find it an especially useful tool. Duane begins by arguing that the success of multinatonal organizations depends on their ability to direct host-country operations effectively, and this includes the often-neglected task of how to manage people. He turns to the hotly contested debate over the use of expatriate assignments, and argues that while these may have worked well in the past, they are now too expensive, too impractical, and thus they are becoming obsolete rapidly. He goes on to investigate human resource management systems in four important sections of the world: the U.S. and Canada, Western Europe, Eastern Europe and the newly independent states, and the Middle East. Each chapter focuses on several crucial topics, among them, the labor market context, the acquisitions and protection of human resources, and the management of labor relations. There is also an extensive appendix of web-page addresses where continuously updated information on the topics Duane covers can be obtained.
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