ANNOTATED BIBLIOGRAPHY

Annotated Bibliography



Annotated Bibliography

Dowling, P.J, Welch, D.E., and Schuler, R.S. (1999). International Human Resource Management: Managing People in a Multinational Context, (3rd ed.). Cincinnati, OH: South-Western College Publishing.

This is an advanced undergraduate or graduate textbook of use for International Human Resource Management (IHRM). It covers all of the functional areas of HRM in the international arena, including the organization context of the MNE's international expansion path and its relation to HR considerations, the relationship between firm strategy and IHRM strategy, International Recruitment and Selection, Performance Management (including performance evaluation), Training and Development, International Compensation and Benefits, Repatriation, International and Comparative Labor Relations, and trends and special developments in IHRM. The book explores the special complexities that differentiate domestic from international HRM practices.

Mendenhall, M. and Oddou, G. (2000). Readings & Cases In International Human Resource Management, (3rd ed.). Ontario, Canada: South-Western College Publishing.

This is an upper-division undergraduate or graduate reader and text to use in an International Human Resource Management (IHRM) course. Rather than approach all of the functional areas of IHRM, the book is organized into sections covering the following critical topics: The Context of IHRM; Strategy and IHRM; Staffing for International Operations; Management Development; Performance Appraisal and Compensation; Labor and Employee Relations Cross-Cultural Issues in Productivity and Quality; HR Issues in International Joint Ventures; and Managing Expatriate Assignments. Both cases and readings by noted scholars in the IHRM field are used to explore these topics.

Lepak, D. P. & Snell, S. A. (1999). The human resource architecture: toward a theory of human capital allocation and development. Academy of Management Review, 24 (1), pp. 31-48.

The authors draw on the resource-based view of the firm, human capital theory, and transaction cost economics to develop a human resource architecture of four employment modes: internal development, acquisition, contracting, and alliance. The architecture is built on the two characteristics of human capital: uniqueness and value-creating potential. The relationships among employment modes, employment relationships, and human resource configurations, can be examined along this HR architecture. It also provides a structural perspective for both academics and practitioners to understand which forms of human capital have the potential to be a source of competitive advantage at present and in the future. Moreover, this study encourages researchers to examine how firms integrate flexibility in to the HR architecture to adapt to dynamic changes while maintaining congruence among the individual components to meet the existing needs.

Fagerström, Lisbeth. (2009), Evidence-based human resource management: a study of nurse leaders' resource allocation. Journal of Nursing Management, Vol. 17 Issue 4, p415-425, 11p.

The aims were to illustrate how the RAFAELA system can be used to facilitate evidence-based human resource management. Background The theoretical framework of the RAFAELA system is based on a holistic view of humankind and a view of leadership founded on human resource management. Methods Nine wards from three central hospitals in Finland participated in the study. The data, stemming from 2006-2007, were taken from the critical indicators (ward-related and nursing intensity information) for national benchmarking used in the ...