Jie Shen – författare

Corporate social responsibility (CSR), and particularly environmental management, has now become a global social norm. As the largest developing economy in the world, China is currently a major environmental polluter. This book examines how Chinese enterprises, including both indigenous firms and foreign-owned organizations operating in China, utilize human resource management (HRM) to conduct environmental management, i.e. green HRM, also referred to as environmentally friendly HRM.

Green HRM integrates HRM with environmental management and is implemented by firms to realize corporate green strategies by providing opportunities and motivating employees to become involved in environmental activities. This book explores how green recruitment and selection, green training, green performance management, and green pay and rewards are managed in Chinese enterprises, and how green HRM affects organizational green and non-green workplace behaviors. It enriches the current literature on green HRM practices and measures. It also advances our understanding of employee organizational behavioral consequences of green HRM, which is an emerging and understudied field of research. As such, this book offers practical implications on how to elicit desirable employee green and non-green workplace behaviors through green HRM policies and practices.

This book will appeal to anyone interested in learning more about green HRM practices and the social and psychological processes through which green HRM influences employees, promotes green workplace behaviors and improves a firm''s environmental performance.

Corporate social responsibility (CSR), and particularly environmental management, has now become a global social norm. As the largest developing economy in the world, China is currently a major environmental polluter. This book examines how Chinese enterprises, including both indigenous firms and foreign-owned organizations operating in China, utilize human resource management (HRM) to conduct environmental management, i.e. green HRM, also referred to as environmentally friendly HRM.

Green HRM integrates HRM with environmental management and is implemented by firms to realize corporate green strategies by providing opportunities and motivating employees to become involved in environmental activities. This book explores how green recruitment and selection, green training, green performance management, and green pay and rewards are managed in Chinese enterprises, and how green HRM affects organizational green and non-green workplace behaviors. It enriches the current literature on green HRM practices and measures. It also advances our understanding of employee organizational behavioral consequences of green HRM, which is an emerging and understudied field of research. As such, this book offers practical implications on how to elicit desirable employee green and non-green workplace behaviors through green HRM policies and practices.

This book will appeal to anyone interested in learning more about green HRM practices and the social and psychological processes through which green HRM influences employees, promotes green workplace behaviors and improves a firm''s environmental performance.

The authors explore the degree to which Chinese multinationals have a distinctive ''Chinese'' approach to human resource management, in the same way as large Japanese companies are widely regarded as having a special Japanese approach. Based on extensive original research in the subsidiaries of Chinese multinationals outside China, the book examines a wide range of issues related to this key question including the evolution of human resource management in Chinese companies, the internationalization of Chinese business, recruitment and selection, rewards and compensation, performance appraisal, strategic integration, and employee relations.

Shen and Edwards give a detailed account of the international human resource management of Chinese multinational enterprises; a topic of increasing significance in understanding global economic affairs.

The authors explore the degree to which Chinese multinationals have a distinctive ''Chinese'' approach to human resource management, in the same way as large Japanese companies are widely regarded as having a special Japanese approach. Based on extensive original research in the subsidiaries of Chinese multinationals outside China, the book examines a wide range of issues related to this key question including the evolution of human resource management in Chinese companies, the internationalization of Chinese business, recruitment and selection, rewards and compensation, performance appraisal, strategic integration, and employee relations.

Shen and Edwards give a detailed account of the international human resource management of Chinese multinational enterprises; a topic of increasing significance in understanding global economic affairs.

Along with finite differences and finite elements, spectral methods are one of the three main methodologies for solving partial differential equations on computers. This book provides a detailed presentation of basic spectral algorithms, as well as a systematical presentation of  basic convergence theory and error analysis for spectral methods. Readers of this book will be exposed to a unified framework for designing and analyzing spectral algorithms for a variety of problems, including in particular high-order differential equations and problems in unbounded domains. The book contains a large number of figures which are designed to illustrate various concepts stressed in the book. A set of basic matlab codes has been made available online to help the readers to develop their own spectral codes for their specific applications.

In this book, Korean multinational enterprises management strategies in China are analyzed. China is re centering Asia around its newfound economic might, even as neighboring countries such as Japan and Korea will remain more economically developed for generations to come. How do Asian companies adapt to the Chinese market? In this fascinating study, Haiying Kang and Jie Shen investigate how Korean enterprises have adapted human resources practices to the evolving corporate climate in China. Unorthodox blends of culture, legal expectations, and more make the market a truly interesting one to explore HRM practices on the margins. Compelling for academics in HRM but also related social sciences, HR practitioners, and corporate leaders alike, this book is a timely look at new Asian corporate cultures.