Charles Vance is an active researcher, graduate and undergraduate instructor, and consultant in areas of international human resources and training development. He has published widely, and his work has taken him to many countries in the Americas, Europe, and Asia. He is now professor emeritus at Loyola Marymount University, USA.Yongsun Paik is Professor of International Business and Management, Director of the Center for International Business Education and the Center for Asian Business at Loyola Marymount University, USA. His primary research interests focus on international human resource management, international entrepreneurship, business ethics, and Asia Pacific business studies.Fabian Jintae Froese is Chair Professor of Human Resource Management and Asian Business at the University of Göttingen, Germany, and a Joint Appointment Professor of International Business at Yonsei University, South Korea. In addition, he is Editor-in-Chief of Asian Business & Management and Associate Editor of the International Journal of Human Resource Management. His areas of expertise are in expatriation, diversity, talent management, and digital HRM.Torben Andersen is Associate Professor, PhD (CBS and University of Warwick) and works at Department of Business Development and Technology (Herning), Aarhus University, Denmark. Torben Andersen’s research has been concentrating on structural, strategic, and change aspects of HRM and International HRM. He was visiting professor at San Francisco State University (2000), University of Auckland, New Zealand (2005), and Bamberg University (2016). He has taught in a variety of countries from Iceland, Germany, the UK, China, and New Zealand to the USA.

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• TABLE OF CONTENTSPreface...................................................................................................................... Introduction and Overview.............................................................................. Opening Scenario: Trading Places in Global TradeIntroductionGlobal Market ContextInternal Company Factors Influencing HRMKey Perspectives in Global Workforce ManagementBook OverviewSummaryQuestions for Opening Scenario AnalysisCase 1.1. The United Nations of BananasCase 1.2: Social Expat-Preneurs: Key Agents for Building a Better WorldRecommended Website ResourcesRecommended ReadingsReferences The Global Labor Market: Challenges and ProspectsOpening Scenario: Finland’s Efforts to Attract Global TalentIntroductionThe Demograpic Impact of the Covid-19 Pandemic Changes in Labor Force Demographics and MigrationEmergence of the Contingent WorkforceOffshore Sourcing Versus OnshoringGlobal Workforce Management ChallengesSummaryQuestions for Opening Scenario AnalysisCase 2.1. The Chinese are Moving to Africa to Make ShoesCase 2.2. India is Sending Jobs AbroadRecommended Website ResourcesRecommended ReadingsReferences Cultural Foundations of International HRMOpening Scenario: How Multicultural Teams SucceedIntroductionUnderstanding CultureMajor Models of International CultureFinal Caveats on Culture and Global Workforce ManagementSummaryQuestions for Opening Scenario AnalysisCase 3.1. Cross-Cultural Assessment Over a Cup of CoffeeCase 3.2. Culture Conflict South of the Border, Down Mexico WayRecommended Website ResourcesRecommended ReadingsReferences Successful MNC Strategy Through International HRM Opening Scenario: How Do MNCs Compete in Emerging Markets?IntroductionMNC Competitive StrategiesStructuring for Optimal Global PerformanceIncreased Role of HR Management in Cross-Border Strategic Alliances and Mergers and AcquisitionsParadigm Shift of International HRM from Contingency Model to Global Talent Management Process Development ModelSummaryQuestions for Opening Scenario AnalysisCase 4.1. Roadblocks to India’s Apollo Tires’ Acquisition of U.S.’s Cooper TireCase 4.2. Is Accenture’s Global Face Really a Facade?Recommended Website ResourcesRecommended ReadingsReferences Global Human Resource PlanningOpening Scenario: Who are Our Employees, Anyway?IntroductionStrategy Link to Work Demand and Labor SupplyJob Design for Meeting Global Strategy Work DemandSources of Global Labor Supply for Meeting Work DemandHR Planning for the Longer TermSummaryQuestions for Opening Scenario AnalysisCase 5.1. Gender Discrimination in Japan: Growing Challenges and Opportunities Case 5.2. HR Planning for Dexterity Capability in the Face of Uncertainty and Rapid ChangeRecommended Website ResourcesRecommended ReadingsReferences Global StaffingOpening Scenario: Global Staffing at ShellIntroductionKey Factors Affecting Global StaffingGlobal Workforce Recruitment Global Workforce Selection SummaryQuestions for Opening Scenario AnalysisCase 6.1. Brazil’s Economic Boom Needs More TalentCase 6.2. MNC Staffing Practices and Local Anti-Discrimination LawsRecommended Website ResourcesRecommended ReadingsReferences Global Learning and DevelopmentOpening Scenario: Well-Intentioned but Misguided Expatriate Preparation and TrainingIntroductionStrategic Role of Learning and DevelopmentKey Concepts for Guiding Global Learning and DevelopmentTraining Imperatives for the Global WorkforceBuilding Global AlignmentLearning Considerations for Assigned ExpatriatesSpecial Learning Considerations for Female ExpatriatesHCN Learning ConsiderationsSummaryQuestions for Opening Scenario AnalysisCase 7.1. Safety Training Insights for Women Expats in IndiaCase 7.2. HCN Supervisory Training NeedsRecommended Website ResourcesRecommended ReadingsReferences Managing International AssignmentsOpening Scenario: Expatriate Innocence AbroadIntroductionThe Expatriation CycleConsiderations for Different Types of ExpatriatesFlexible and Virtual Types of Global MobilitySummaryQuestions for Opening Scenario AnalysisCASE 8.1. Working in a Sheltered Enclave in Kuala Lumpur, MalaysiaCase 8.2. Re-Entry Shock: A Family AffairRecommended Website ResourcesRecommended ReadingsReferences Global Workforce Performance ManagementOpening Scenario: Puzzling Performance AppraisalIntroductionPerformance Management ProcessImportant Global Performance Management ConsiderationsPlanning and Implementing Global Performance AppraisalsSummaryQuestions for Opening Scenario AnalysisCase 9.1. Overcoming Gender Stereotyping in Performance ManagementCase 9.2. Customizing HCN Performance Appraisal DesignRecommended Website ResourcesRecommended ReadingsReferences Managing Compensation and Rewards for a Global WorkforceOpening Scenario: Challenges in International Pay EquityIntroductionKey Practices for Managing International CompensationKey Considerations for Expatriates, HCNs, and TCNsSummaryQuestions for Opening Scenario AnalysisCase 6.1. Brazil’s Economic Boom Needs More TalentCase 6.2. MNC Staffing Practices and Local Anti-Discrimination LawsRecommended Website ResourcesRecommended ReadingsReferences Optimizing the Employment RelationshipOpening Scenario: Workplace Demoralization or Engagement: A Laissez-Faire Roll of the DiceIntroductionCurrent ER IssuesRole of MNCs in Global Employee RelationsImportant MNC Practices for Effective Global ERRole of Labor Unions in Global ERSummaryQuestions for Opening Scenario AnalysisCase 11.1. Planning for an Impending PandemicCase 11.2. Providing Expatriate EAP and Other Personal Care ServicesRecommended Website ResourcesRecommended ReadingsReferencesIndex

Charles Vance is an active researcher, graduate and undergraduate instructor, and consultant in areas of international human resources and training development. He has published widely, and his work has taken him to many countries in the Americas, Europe, and Asia. He is now professor emeritus at Loyola Marymount University, USA.Yongsun Paik is Professor of International Business and Management, Director of the Center for International Business Education and the Center for Asian Business at Loyola Marymount University, USA. His primary research interests focus on international human resource management, international entrepreneurship, business ethics, and Asia Pacific business studies.Fabian Jintae Froese is Chair Professor of Human Resource Management and Asian Business at the University of Göttingen, Germany, and a Joint Appointment Professor of International Business at Yonsei University, South Korea. In addition, he is Editor-in-Chief of Asian Business & Management and Associate Editor of the International Journal of Human Resource Management. His areas of expertise are in expatriation, diversity, talent management, and digital HRM.Torben Andersen is Associate Professor, PhD (CBS and University of Warwick) and works at Department of Business Development and Technology (Herning), Aarhus University, Denmark. Torben Andersen’s research has been concentrating on structural, strategic, and change aspects of HRM and International HRM. He was visiting professor at San Francisco State University (2000), University of Auckland, New Zealand (2005), and Bamberg University (2016). He has taught in a variety of countries from Iceland, Germany, the UK, China, and New Zealand to the USA.

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• TABLE OF CONTENTSPreface...................................................................................................................... Introduction and Overview.............................................................................. Opening Scenario: Trading Places in Global TradeIntroductionGlobal Market ContextInternal Company Factors Influencing HRMKey Perspectives in Global Workforce ManagementBook OverviewSummaryQuestions for Opening Scenario AnalysisCase 1.1. The United Nations of BananasCase 1.2: Social Expat-Preneurs: Key Agents for Building a Better WorldRecommended Website ResourcesRecommended ReadingsReferences The Global Labor Market: Challenges and ProspectsOpening Scenario: Finland’s Efforts to Attract Global TalentIntroductionThe Demograpic Impact of the Covid-19 Pandemic Changes in Labor Force Demographics and MigrationEmergence of the Contingent WorkforceOffshore Sourcing Versus OnshoringGlobal Workforce Management ChallengesSummaryQuestions for Opening Scenario AnalysisCase 2.1. The Chinese are Moving to Africa to Make ShoesCase 2.2. India is Sending Jobs AbroadRecommended Website ResourcesRecommended ReadingsReferences Cultural Foundations of International HRMOpening Scenario: How Multicultural Teams SucceedIntroductionUnderstanding CultureMajor Models of International CultureFinal Caveats on Culture and Global Workforce ManagementSummaryQuestions for Opening Scenario AnalysisCase 3.1. Cross-Cultural Assessment Over a Cup of CoffeeCase 3.2. Culture Conflict South of the Border, Down Mexico WayRecommended Website ResourcesRecommended ReadingsReferences Successful MNC Strategy Through International HRM Opening Scenario: How Do MNCs Compete in Emerging Markets?IntroductionMNC Competitive StrategiesStructuring for Optimal Global PerformanceIncreased Role of HR Management in Cross-Border Strategic Alliances and Mergers and AcquisitionsParadigm Shift of International HRM from Contingency Model to Global Talent Management Process Development ModelSummaryQuestions for Opening Scenario AnalysisCase 4.1. Roadblocks to India’s Apollo Tires’ Acquisition of U.S.’s Cooper TireCase 4.2. Is Accenture’s Global Face Really a Facade?Recommended Website ResourcesRecommended ReadingsReferences Global Human Resource PlanningOpening Scenario: Who are Our Employees, Anyway?IntroductionStrategy Link to Work Demand and Labor SupplyJob Design for Meeting Global Strategy Work DemandSources of Global Labor Supply for Meeting Work DemandHR Planning for the Longer TermSummaryQuestions for Opening Scenario AnalysisCase 5.1. Gender Discrimination in Japan: Growing Challenges and Opportunities Case 5.2. HR Planning for Dexterity Capability in the Face of Uncertainty and Rapid ChangeRecommended Website ResourcesRecommended ReadingsReferences Global StaffingOpening Scenario: Global Staffing at ShellIntroductionKey Factors Affecting Global StaffingGlobal Workforce Recruitment Global Workforce Selection SummaryQuestions for Opening Scenario AnalysisCase 6.1. Brazil’s Economic Boom Needs More TalentCase 6.2. MNC Staffing Practices and Local Anti-Discrimination LawsRecommended Website ResourcesRecommended ReadingsReferences Global Learning and DevelopmentOpening Scenario: Well-Intentioned but Misguided Expatriate Preparation and TrainingIntroductionStrategic Role of Learning and DevelopmentKey Concepts for Guiding Global Learning and DevelopmentTraining Imperatives for the Global WorkforceBuilding Global AlignmentLearning Considerations for Assigned ExpatriatesSpecial Learning Considerations for Female ExpatriatesHCN Learning ConsiderationsSummaryQuestions for Opening Scenario AnalysisCase 7.1. Safety Training Insights for Women Expats in IndiaCase 7.2. HCN Supervisory Training NeedsRecommended Website ResourcesRecommended ReadingsReferences Managing International AssignmentsOpening Scenario: Expatriate Innocence AbroadIntroductionThe Expatriation CycleConsiderations for Different Types of ExpatriatesFlexible and Virtual Types of Global MobilitySummaryQuestions for Opening Scenario AnalysisCASE 8.1. Working in a Sheltered Enclave in Kuala Lumpur, MalaysiaCase 8.2. Re-Entry Shock: A Family AffairRecommended Website ResourcesRecommended ReadingsReferences Global Workforce Performance ManagementOpening Scenario: Puzzling Performance AppraisalIntroductionPerformance Management ProcessImportant Global Performance Management ConsiderationsPlanning and Implementing Global Performance AppraisalsSummaryQuestions for Opening Scenario AnalysisCase 9.1. Overcoming Gender Stereotyping in Performance ManagementCase 9.2. Customizing HCN Performance Appraisal DesignRecommended Website ResourcesRecommended ReadingsReferences Managing Compensation and Rewards for a Global WorkforceOpening Scenario: Challenges in International Pay EquityIntroductionKey Practices for Managing International CompensationKey Considerations for Expatriates, HCNs, and TCNsSummaryQuestions for Opening Scenario AnalysisCase 6.1. Brazil’s Economic Boom Needs More TalentCase 6.2. MNC Staffing Practices and Local Anti-Discrimination LawsRecommended Website ResourcesRecommended ReadingsReferences Optimizing the Employment RelationshipOpening Scenario: Workplace Demoralization or Engagement: A Laissez-Faire Roll of the DiceIntroductionCurrent ER IssuesRole of MNCs in Global Employee RelationsImportant MNC Practices for Effective Global ERRole of Labor Unions in Global ERSummaryQuestions for Opening Scenario AnalysisCase 11.1. Planning for an Impending PandemicCase 11.2. Providing Expatriate EAP and Other Personal Care ServicesRecommended Website ResourcesRecommended ReadingsReferencesIndex