Human resource management : the strategic perspective

목차 (Table of Contents)

• CONTENTS
• PREFACE = xxxii
• Section 1 THE STRATEGIC CONTEXT = XL.
• Chapter 1 THE STRATEGIC DIMENSION IN HUMAN RESOURCE MANAGEMENT = 2
• Preview = 3
• Human Resource Management, Strategic Human Resource Management, and Strategic Planning = 4
• Defining Human Resource Management = 5
• A Model of Human Resource Management = 6
• The Strategic Process and Strategic Planning = 8
• Types of Strategies = 9
• Strategic Planning = 10
• Defining Strategic Human Resource Management = 12
• Amplifying on the Theme = 13
• Types of Strategy - Human Resource Linkages = 16
• Evaluating Results = 18
• Does Human Resource Management Matter? = 19
• Does Strategic Human Resource Management Matter? = 20
• Human Resource Management Without or Outside a Human Resource Department = 22
• Human Resource Activities at the Top = 23
• Human Resource Activities in Lower and Middle Management = 23
• Human Resource Activities in Small Firms = 24
• Human Resource Activities in Professional Organizations = 24
• Power and Who Performs Human Resource Activities = 25
• Jobs in the Human Resource Department = 27
• The Nature of Human Resource Department jobs = 27
• Opportunities and Rewards = 28
• Summary = 32
• Discussion Questions = 32
• CASE PROBLEM: THE HOME DEPOT, INC. = 33
• References = 35
• Section 2, KEY ENVIRONMENTAL INFLUENCES = 38
• Chapter 2 THE CHANGING SHAPE OF THE LABOR FORCE = 40
• Preview = 42
• Labor Force Demographics That Influence Strategy = 43
• Size of the Labor Force = 43
• Age, Sex, and Minority Status Distributions = 45
• Industries and Occupational Groups = 49
• Growth Occupations = 49
• Education and Skills = 50
• Downsizing Strategies and Their Fallout = 52
• Strategies for Making Cuts = 52
• Dealing with Skill Deficiencies and Misalignments = 52
• Training as a Solution = 53
• Contingent Personnel as a Solution = 53
• A Return to Hiring = 53
• Strategic Implications of Individual Differences in Psychological Characteristics = 55
• Ability Differences = 55
• Personality Differences = 56
• At Issue: Fewer Young and More Older Workers = 59
• Substituting for the Missing Young Workers = 60
• Utilizing Older Workers = 60
• Labor Force Participation with Advancing Age = 61
• Company Activities = 61
• Skills and Performance in an Older Work Force = 62
• Individual Differences = 62
• Job Performance = 62
• Strategic Consequences of an Increasingly Female Work Force = 64
• Families and the Labor Force = 64
• Company Findings = 64
• Consequences at Upper Levels = 65
• Company Initiatives = 66
• Individual Differences = 66
• Dealing with Increasing Diversity = 68
• Individual Differences = 68
• Abilities = 68
• Personality Differences = 69
• Strategic Alternatives = 70
• Company Initiatives = 70
• Summary = 71
• Discussion Questions = 73
• CASE PROBLEM: DOWNSIZING AT LOCKWOOD AEROSPACE
• CORPORATION = 73
• References = 75
• Chapter 3 GOVERNMENTAL REGULATION AND THE LAW: DEALING WITH DISCRIMINATION = 78
• Preview = 79
• The Legal Environment = 80
• Nature and Extent of Legal Influences = 80
• Strategic Uncertainties = 82
• Equal Employment Opportunity = 82
• Equal Employment Opportunity Legislation = 84
• Racial Discrimination = 85
• Sex Discrimination = 89
• Sexual Harassment = 90
• Age Discrimination = 92
• The Civil Rights Act of 1991 = 95
• The Americans with Disabilities Act = 95
• Other Antidiscrimination Legislation = 97
• Pay Discrimination = 98
• Equal Pay Laws = 98
• Strategic Uncertainties Related to Comparable Worth = 101
• Effects on Human Resource Practices = 101
• Performance Appraisal = 102
• Recruiting = 103
• Sources Used = 103
• Implementing Affirmative Action = 104
• Selection and Placement = 106
• Business Necessity = 106
• Application Blank Item Wording = 107
• Summary = 107
• Discussion Questions = 108
• CASE PROBLEM: SEX APPEAL = 109
• References = 110
• Chapter 4 GOVERNMENTAL REGULATION AND THE LAW: EMPLOYMENT CONCERNS AND LABOR RELATIONS = 112
• Preview = 113
• Compensation and Benefits = 114
• Minimum Wage Laws = 114
• Wage and Salary Controls = 114
• Legal Influence on Benefits = 115
• Working Hour Limitations = 117
• Privacy Rights = 119
• Selection and Placement Restrictions = 119
• The Privacy of Records and Information = 120
• Other Limitations in Filling Positions = 120
• Negligent Hiring and Defamation = 120
• Negligent Hiring = 121
• Defamation = 121
• Current Practice = 121
• Non-compete Agreements = 122
• Influences on Terminations = 123
• Unemployment Compensation = 123
• Employment at Will = 124
• Plant Closing Laws = 129
• Safety and Health = 130
• Workers' Compensation = 130
• Occupational Safety and Health Laws = 131
• The Changing Strategic Context of Labor Relations Law 132
• Railway Labor Act 135
• Norris-LaGuardia Act = 136
• National Labor Relations Act (Wagner Act) = 136
• Labor-Management Relations Act (Taft-Hartley) = 137
• Labor-Management Reporting and Disclosure Act (Landrum-Griffin) = 138
• State Laws = 139
• The Law and Union Organizing = 139
• Summary = 140
• Discussion Questions = 141
• CASE PROBLEM: DEVELOPING WRONGFUL DISCHARGE
• LEGISLATION = 142
• References = 144
• Section 3 PLANNING AND STRUCTURING = 146
• Chapter 5 HUMAN RESOURCE PLANNING AND POLICIES = 148
• Preview = 149
• The Nature and Value of Human Resource Planning = 150
• The Strategic Human Resource Planning Model = 150
• The Human Resource Function Strategic Planning Process = 150
• Human Resource Supply and Demand Analysis = 152
• Environmental Scanning = 155
• Forecasting = 157
• Succession Planning = 160
• Implementation = 162
• The Value of Human Resource Planning = 164
• When Extensive Human Resource Planning is Contraindicated = 165
• Studies of the Value of Human Resource Planning = 165
• Human Resource Policies = 166
• The Strategic Link = 167
• Effective Policies = 168
• The Policy Formulation Process = 169
• Situational Variables = 169
• Policy Development = 170
• Implementation and Evaluation = 171
• Human Resource Information Systems = 175
• Ties to Strategic Human Resource Planning and Policies = 175
• Computerized Succession Planning = 175
• Electronic Employee Policy Manuals = 177
• Overview of Human Resource Information Systems = 177
• Range of Functions = 177
• The Process of Consolidation = 179
• The Privacy Issue and Information Security = 181
• Pros and Cons for Computerized Human Resource Information Systems = 183
• Summary = 184
• Discussion Questions = 185
• CASE PROBLEM: THE CROWN PRINCESS = 185
• References = 187
• Chapter 6 JOB ANALYSIS AND STRUCTURING THE ORGANIZATION = 190
• Preview = 194
• Jobs, Job Analysis, and The Strategic Context = 194
• The Terminology of the Field = 194
• The Key Role of Job Analysis = 195
• Where Do Job Definitions Come From? = 196
• Self-Definition = 196
• Group Definition = 197
• Conducting a Job Analysis = 197
• Recording Results = 200
• Job Descriptions = 201
• Job Specifications = 202
• Job Analysis Systems = 204
• The Dictionary of Occupational Titles = 204
• Functional Job Analysis = 20S
• The Position Analysis Questionnaire = 205
• Strategic Job Analysis = 207
• Designing Jobs for Motivational Purposes = 208
• Job Enlargement and Enrichment = 209
• Compressed Work Schedules = 211
• Flextime = 211
• Part-Time Arrangements = 212
• Off-Site Work = 214
• Organizational Structuring, Strategy, and Environmental Contingencies = 215
• Where Does Organization Planning Occur? = 216,
• Considerations in Organization Structuring = 219
• Vertical and Horizontal Factors = 219
• Mechanistic and Organic Structures = 221
• Matrix Organization = 222
• Summary = 225
• Discussion Questions = 226
• CASE PROBLEM: KELSO TOY MANUFACTURING COMPANY = 227
• References = 229
• Section 4 EVALUATING RESULTS = 232
• Chapter 7 PERFORMANCE APPRAISAL = 234
• Preview = 236
• The Contexts of Performance Appraisal = 237
• The Strategic Context = 238
• Controlling Strategic Compliance, Including Quality = 238
• Appraisal and Strategy Formulation = 239
• The Political Context = 243
• Uses of and Approaches to Appraisal = 243
• Uses to Which Appraisals Are Put = 244
• Approaches to Measuring Performance = 245
• Objective Indexes = 245
• Appraisers at Higher Levels = 246
• Peer Appraisal = 247
• Appraisers at Lower Levels = 247
• Self-Appraisal = 248
• Human Resource Specialists as Appraisers = 251
• Rating Forms and Techniques = 2SI
• Sources of Error in Ratings = 251
• Constant Errors = 251
• Range Restriction Errors = 252
• Halo Errors = 252
• Recency Errors = 252
• Similar-to-Me Errors = 252
• Personal Bias = 252
• Rating Forms and Procedures = 253
• Behavior-Oriented Procedures = 253
• Results-Oriented Procedures = 256
• Critical Incidents = 257
• Comparisons = 257
• Trait Ratings and Free-Written Evaluations = 258
• Combined Procedures = 258
• Rater Training and Ratee Feedback = 261
• Rater Training = 262
• Conducting Feedback Sessions = 262
• Problems with Feedback = 263
• Overcoming Problems = 263
• Assessment Centers = 263
• Characteristics and Usefulness = 264
• Applications in Strategic Assignment = 265
• Summary = 266
• Discussion Questions = 267
• CASE PROBLEM: METRO BOTTLING COMPANY = 268
• References = 270
• Chapter 8 EVALUATING PROGRAMS AND STRATEGIES = 272
• Preview = 274
• Uses of and Approaches to Human Resource Evaluation = 275
• Strategic Linkages of Human Resource Evaluation = 275
• Specific Strategic Purposes = 275
• The Extent of Evaluation = 276
• Evaluation Practices = 278
• Human Resource Indexes or Key Indicators = 278
• Stakeholder Reactions = 281
• Experimental Designs = 282
• Comprehensive Audits = 284
• Cost/Benefit Approaches and Costing = 285
• The Level of Impact = 287
• Approaches to Measurement = 289
• Economic Productivity Measurement = 289
• Human Resource Accounting = 289
• Psychological Utility Analysis = 294
• Attitude Measurement = 296
• Approaches to Attitude Measurement = 297
• The Use of Interviews = 297
• Questionnaires = 298
• Attitude Scales = 300
• Survey Feedback = 300
• Strategic Applications = 302
• Defusing Labor Relations Problems = 302
• Keeping Rewards Behind Strategic Initiatives = 303
• Monitoring Acquisition Strategy Effectiveness = 303
• Survey Feedback in Strategic Planning = 304
• Summary = 306
• Discussion Questions = 306
• CASE PROBLEM: DAVIDSON'S DEPARTMENT STORES = 307
• References = 309
• Section 5 FILLING POSITIONS = 312
• Chapter 9 RECRUITING = 314
• Preview = 317
• Recruiting and the Strategic Process = 317
• Effects of Labor Market Tightness on Strategies = 318
• Using Job Analysis Data = 319
• Realistic Job Previews = 319
• Recruiting from Within = 320
• Using Contingent Personnel = 322
• Temporary Employees = 322
• Employee Leasing = 323
• Independent Contractors = 324
• Recruiting Sources = 324
• Walk-in Candidates = 324
• Employee Referrals = 325
• Advertising = 326
• Schools and Colleges = 326
• Private Employment Agencies = 327
• The U.S.Job Service and State Employment Agencies = 327
• Unions = 328
• Outplacement = 329
• Recruiting for Managerial and Professional Talent = 330
• College Recruiting = 330
• Longer-Term Problems With Campus Recruiting = 332
• Internships = 333
• Computerized Job Market Information Systems = 333
• Executive Search = 334
• Executive Search Firms = 335
• Executive Search Without the Firm = 335
• Recruiting Effectiveness = 336
• Comparative Analyses = 337
• Job Search Behavior = 338
• Summary = 339
• Discussion Questions = 339
• CASE PROBLEM: THE SEARCH FOR HIGH TECHNOLOGY
• EXPERTISE = 340
• References = 342
• Chapter 10 SELECTION AND PLACEMENT = 344
• Preview = 346
• The Logic of Selection = 346
• The Strategic Dimension = 347
• The Validation of Selection Procedures = 348
• Predictive Validity = 348
• Concurrent Validity = 349
• Content and Construct Validity = 349
• Validation in the Small Firm = 349
• Using Organizational Criteria and the Total Quality Strategy = 350
• The Selection Interview = 352
• Sources of Error = 352
• Interview Techniques = 352
• Structuring the Interview = 353
• Panel Interviews = 356
• Computer Interviews = 356
• Application Blanks and Biodata = 357
• Application Blanks = 357
• Weighted Application Blanks = 357
• Biodata Forms = 359
• Item Development and Scoring = 359
• Generalization = 361
• References and Investigations = 361
• Utilizing Information Obtained from References = 361
• Background Investigations = 362
• Testing Procedures = 362
• Ability Tests = 363
• Personality Tests = 364
• The Big Five and Other Personality Dimensions = 364
• Testing Honesty and Integrity = 366
• Work Sample and Achievement Tests = 367
• Drug Testing = 369
• Transfer, Promotion, and Demotion = 370
• Transfer = 371
• Reasons for Transfer, Including a New Strategic Thrust = 371
• Career Track Changes = 372
• Reluctance to Transfer = 373
• Promotion = 373
• Strategic Fit = 373
• Glass Ceilings = 375
• Demotion = 377
• Summary = 377
• Discussion Questions = 378
• CASE PROBLEM: WOMAN WOES = 379
• References = 381
• Section 6 INFLUENCING PERFORMANCE = 384
• Chapter 11 TRAININC; AND DEVELOPMENT = 386
• Preview = 388
• Strategic Training Needs Analysis = 390
• Training and Education = 390
• The Roles of Organizational, Task, and Person Analysis = 390
• Techniques of Needs Analysis = 393
• Employee Training = 393
• Orientation and Strategy Implementation = 393
• Basic Skills Education = 395
• Job Skills Training and Multi-skilling = 396
• Apprenticeships = 397
• Government Training Initiatives = 397
• Behavior Modeling = 398
• Problem Solving Training and Total Quality Improvement = 398
• High Technology Training Methods = 400
• Management Development for Strategic Fit = 401
• Job Rotation and Special Assignments = 404
• Development On and Off the Premises = 404
• Simulations and Experiential Activities = 407
• Experience-Based Training and Development = 408
• The Transfer Problem = 408
• Career Development = 409
• Company Activities = 409
• Strategic Alternatives = 409
• Types of Career Development = 411
• Outcome Analysis = 411
• Mentoring = 412
• Organization Development = 414
• Strategic Linkages = 415
• Patterns and Problems = 416
• Strategic Advantages = 417
• Quality Circles and Quality Strategies = 418
• Mode of Operation = 418
• Problems of Effectiveness = 419
• Summary = 421
• Discussion Questions = 421
• CASE PROBLEM: OLD DOGS AND NEW TRICKS = 422
• References = 424
• Chapter 12 COMPENSATION MANAGEMENT = 426
• Preview = 428
• The Strategic Role of Compensation = 428
• Factors in Setting Pay Policy = 428
• Attraction and Retention of Employees = 429
• Ability to Pay = 429
• Union Influences = 429
• Legal Considerations = 429
• Growth Strategies = 430
• Downsizing Strategies = 431
• A Framework for Strategic Compensation = 431
• What is Compensation Strategy? = 431
• Job vs. Skills = 431
• Performance vs. Seniority = 431
• Individual vs. Group Performance = 431
• Short- vs. Long-Term Orientation = 432
• Risk Aversion vs. Risk Taking = 432
• Corporate vs. Division Performance = 432
• Compensation Level vs. Market = 432
• Internal vs. External Equity = 432
• Hierarchical vs. Egalitarian = 432
• Bases of Pay = 433
• Strategic Linkages = 433
• A Model of Strategic Compensation = 435
• Internal Equity = 436
• Job Analysis = 436
• Job Evaluation = 436
• External Parity = 438
• Compensation Surveys = 438
• Questionnaire Development and Analysis = 441
• Pay Structure Design = 442
• Wage Curves = 442
• Determining Job Classes = 442
• Compensation Administration = 444
• Maintaining Equity = 444
• Pay Policy = 445
• Pay for Performance = 447
• Knowledge-Based Pay = 447
• Two-Tier Pay Systems = 448
• Incentive Pay in Strategic Context = 448
• Advantages and Disadvantages of Pay Incentives = 450
• Types of Incentive Pay Plans = 450
• Executive Pay = 454
• Executive Base Salary = 455
• Executive Pay Determinants = 455
• The Executive Pay Controversy = 455
• Special Considerations in Compensation = 458
• Pay Secrecy = 458
• Employee Involvement = 458
• Summary = 459
• Discussion Questions = 460
• CASE PROBLEM: EMPLOYEE INVOLVEMENT IN PAY PLAN DEVELOPMENT = 460
• References = 462
• Chapter 13 BENEFITS AND SERVICES = 464
• Preview = 465
• Strategic Linkages of Benefits and Services = 466
• Attraction and Retention of Employees = 466
• Help to Employees in Meeting Social and Economic Needs = 468
• Creation of an Environment for Outstanding Performance = 469
• Reduction of Operating Costs = 469
• Strategic Considerations in Benefits Planning = 470
• Demographics = 471
• Financial = 472
• Employee and Management Needs = 472
• Other Considerations = 473
• Government Regulations = 474
• Evaluation = 474
• Strategic Benefits Management = 475
• Cost Containment Strategies = 475
• Raising of Deductibles = 475
• Managed Care (Case Management) = 476
• Limiting of Services = 478
• Outcomes Management = 478
• Self-Insurance = 479
• Participative Strategy = 479
• Communications Strategies = 479
• Employee Benefits = 483
• Pay for Time Not Worked = 484
• Rest Periods = 485
• Sick Leave = 485
• Leaves of Absence = 486
• Holidays and Vacations = 486
• Retirement Plans = 486
• Retirement Benefits = 487
• Retirement Practices = 488
• Life Insurance = 489
• Hospital, Medical, Surgical (HMS), and Major Medical Plans = 490
• Flexible Benefits Plans = 491
• Other Benefits = 492
• Employee Services = 494
• Executive Perquisites = 497
• Wellness Programs = 497
• Outplacement = 498
• Miscellaneous Services = 498
• Summary = 498
• Discussion Questions = 499
• CASE PROBLEM: HONEYWELL'S HEALTH CARE STRATEGY = 500
• References = 502
• Chapter 14 SAFETY AND HEALTH POLICIES AND PROGRAMS = 504
• Preview = 505
• Work-related Injuries and Illnesses = 507
• The Nature of the Problem = 507
• Statistical Data = 507
• Differential Accident Liability = 509
• Programs to Deal with Work-related Injuries = 510
• Safety Committees = 510
• Safety Training = 510
• Safety Promotions = 510
• Controlling the Work Situation = 511
• Inspection and Discipline = 512
• Selection and Placement = 512
• Improving the Safety Climate = 512
• Promoting Physical Wellness and Health = 514
• The Nature and Extent of Wellness Programs = 515
• Smoking Cessation Programs = 517
• Dealing With Employee Disabilities = 518
• Cost/Benefit Considerations and Overall Strategy = 519
• Dealing with Acquired Immune Deficiency Syndrome (AIDS) = S20
• Policy Statements = 520
• Education Programs = 520
• AIDS Testing = 521
• Promoting Stress Reduction and Emotional Health = 522
• Social Support = 523
• Stress Management Programs = 524
• Employee Assistance Programs (EAPs) = 524
• How EAPs Operate = 525
• Cost/Benefit Considerations = 526
• Dealing Specifically with Alcohol and Drug Problems = 527
• Alcohol at Work = 528
• Drugs and Drug Testing = 529
• Summary = 531
• Discussion Questions = 532
• CASE PROBLEM: FLYING WITH AIDS = 533
• References = 535
• Section 7 LABOR RELATIONS AND STRATEGY = 538
• Chapter 15 THE UNION ENVIRONMENT = 540
• Preview = 542
• Why Resist a Union? = 542
• Restrictions on Management's Strategic Prerogatives = 543
• Loss of Loyalty = 544
• Increased Costs, Reduced Productivity, Lower Profits-and the Strategic Consequence = 544
• Political Considerations = 545
• Union Structure and Membership = 545
• Organizational Structure = 546
• Mergers = 548
• Membership Trends = 548
• Concomitant Trends = 550
• Why Join a Union? = 550
• Motives in Union Membership = 550
• Union Commitment and Allegiance = 551
• Models of Union Appeal = 551
• Special Considerations in White-Collar Unionization = 553
• Non-Job Appeals = 554
• Union Organizing Activities = 555
• The Organizing Drive = 555
• Employer Free Speech = 556
• The Representation Election = 556
• The Role of the National Labor Relations Board (NLRB) = 557
• Jurisdictional Disputes = 557
• Managerial Attitudes = 557
• Organizing in the Face of Declining Memberships = 558
• Associate Memberships = 558
• Corporate Campaigns = 559
• Organizing in Reverse: Decertification = 559
• Strategic Linkages = 561
• Union Involvement in Strategy Formulation = 561
• Indirect Union Effects on Strategy = 562
• Linkages to Strategy Implementation = 563
• Cooperative Strategy Implementation = 563
• The Union Avoidance Strategy = 568
• Summary = 569
• Discussion Questions = 569
• CASE PROBLEM: THE SOUTHERN STRATEGY = 570
• References = 572
• Chapter 16 COLLECTIVE BARGAINING = 574
• Preview = 575
• Collective Bargaining Strategies = 575
• Union Suppression = 576
• Union Avoidance = 577
• Union Substitution = 577
• Business-like Codified Strategy = 579
• Cooperation = 579
• Theoretical Aspects of Collective Bargaining = 579
• Power Relationships = 579
• Strategic-choice Theory = 580
• Transformation Theory = 580
• Strategic Considerations in Collective Bargaining = 580
• Parties = 581
• The Agreement = 581
• Precedent = 582
• Public Sentiment = 582
• Outside Pressures = 582
• Ideologies = 583
• Issues = 583
• Economy = 583
• Law = 584
• The Collective Bargaining Process = 584
• Notification to Reopen the Contract = 584
• Preparation for Bargaining = 585
• Negotiating Strategies (Bargaining Sessions) = 587
• Subcommittee Exploration = 588
• Informal and Formal Settlement = 588
• Ratification = 588
• Bargaining Issues = 589
• Management Rights = 589
• Union Security = 589
• Working Conditions, Hours, and Wages = 590
• Contract Duration = 591
• Seniority = 592
• Productivity = 593
• Labor-Management Cooperation = 593
• Principles of Labor-Management Cooperation = 593
• Initiatives in Labor-Management Cooperation = 596
• Possible Threats to Continued Cooperation = 597
• Contract Administration = 597
• Grievance Handling = 598
• Strikes and Lockouts = 599
• Labor-Management Dispute Settlement = 601
• Arbitration = 602
• Mediation = 605
• Alternative Dispute Resolution (ADR) = 607
• Summary = 606
• Discussion Questions = 609
• CASE PROBLEM: AN APPROACH TO NEGOTIATIONS = 609
• References = 611
• Section 8 THE GLOBAL CONTEXT = 614
• Chapter 17 ADDING THE INTERNATIONAL DIMENSION = 616
• Preview = 619
• Strategic International Human Resource Management = 620
• The Nature and Foci of the International Strategy = 620
• Methods of Going International: Putting an International Strategy to Work = 621
• The Key Role of Power Over Human Resource Activities = 622
• The Extent of International Variations = 623
• The Availability of Skilled Personnel = 623
• Educational Attainment = 626
• Union Membership = 627
• Employment and Unemployment = 628
• Women in the Labor Force = 629
• Compensation and Benefits = 630
• Human Resource Problems and Practices in Selected Countries = 631
• Sweden and the Values of Social Democracy = 631
• The Maquiladora Industry in Mexico = 632
• Japan and Its Competitive Ethic = 635
• The Internal Human Resource Management System = 635
• Japanese Multinational Operations = 639
• Human Resource Management in Multinational Enterprises = 641
• The Human Resource Role = 641
• Organizing for International Strategies = 641
• Structuring for Expansion = 642
• Joint Venturing = 645
• Controlling International Operations Through Performance Appraisal = 645
• International Selection and Placement = 647
• Problems in Expatriation = 647
• Problems in Repatriation = 648
• International Training and Development = 649
• Cross-cultural Training = 649
• International Training as Strategic Glue Technology = 650
• Compensation and Benefits for Expatriates = 650
• Summary = 6S3
• Discussion Questions = 654
• CASE PROBLEM: FOOD EMPORIUM = 655
• References = 657
• GLOSSARY = 660
• CREDITS = 686
• NAME INDEX = 690
• ORGANIZATION INDEX = 699
• SUBJECT INDEX = 702