This casebook is a collection of international teaching cases focusing on contemporary human resource management issues. Each case centers primarily on one country and illustrates a significant challenge faced by managers and HR practitioners, helping students to understand how the issues they learn about in class play out in the real world.

The cases emphasize the national and cultural contexts of HR management, providing readers with a global understanding of employee motivation, reward systems, recruitment and selection, career development, and more. In this edition, the editors and authors have made significant updates to reflect recent developments in the field and cover a broader range of countries in Eastern Europe and Africa. The authors also delve into new industries like food service, clothing manufacturing, and transportation as well as IT and academia. Recommendations for further reading and relevant videos provide readers with practical insights into the modern HRM field.

With more than 30 cases followed by questions and tasks to encourage reflection, this is a valuable companion for any student of human resource management.

part I|51 pages

Western Europe

chapter 1|10 pages


Talent Development at McDonald's Austria: A Compromise Between Local Demands and Global Standards
ByWolfgang Mayrhofer, Katharina Pernkopf

chapter 2|9 pages


Get Innovative in Personnel Selection: The Case of the Port of Antwerp
ByFilip Lievens, Britt De Soete, Nils Herde Christoph

chapter 3|10 pages


Learning about Talent Rentention in Times of Crisis - Opportunities for the Robert Bosch Group in the Context of the German Industrial Relations System
ByMarion Festing

chapter 4|10 pages


Prospect and Challenges in Managing Creativity to Realise Ireland's Knowledge-based Aspirations
ByBrian Harney

chapter 5|10 pages

The Netherlands

HRM and Culture at RetailCo 1
ByCorine Boon, Deanne N. Den Hartog

part II|54 pages


chapter 6|9 pages


Redesigning Talent Assets: Grundfos Revisits their Talent Engine
ByLiza Castro Christiansen

chapter 7|11 pages


Implementing a Global Diversity Management Initiative in Finland
ByAdam Smale, Ingmar Björkman, Risto Säntti, Narashima Boopathi Sivasubramanian

chapter 8|12 pages


Merger, Culture, and HRM: The Marel and Stork Case
ByIngi Runar Edvardsson, Gudrun Berta Danielsdottir

chapter 9|9 pages


Comparing Internally Consistent HRM at the Airport Express Train (AET), Oslo, Norway and Southwest Airlines (SA), Dallas, USA
ByBård Kuvaas, Anders Dysvik

chapter 10|11 pages


At the End of the Road: The Process of Plant Closure
ByMagnus Hansson

part III|70 pages

Central and Eastern Europe

chapter 11|9 pages


Telerik: Minding Your Own Business and Making Progress
ByLucia F. Miree, John E. Galletly

chapter 12|9 pages

Czech Republic

The Impact of Managerial Decisions on the Occurrence of Company Crisis
ByMartina Fejfarová

chapter 13|10 pages


An Online Game for Recruiting IT-Programmers at an American Subsidiary in Hungary 1
ByJózsef Poór, Iris Kassim, Lajos Reich

chapter 14|8 pages


Reward Management in Small and Medium Enterprises on the Basis of Alfa i Omega, Głogów, Poland
ByPeter Odrakiewicz, Magdalena Szulc, David Odrakiewicz

chapter 15|10 pages


Employee Motivation at a Romanian Clothing Manufacturing Company
ByKinga Kerekes

chapter 16|10 pages


Succession Planning at Eldorado
ByAnna Gryaznova

chapter 17|12 pages


On Becoming a Truly Global Player: The Global Talent Management Challenge at Trimo
ByRobert Kaše

part IV|66 pages

Mediterranean, Middle East, and Africa

chapter 18|9 pages


Developing HRM Specialists in Azerbaijan: A University/Industry Collaboration
ByDave Doughty, Helen Shipton, Veronica Lin

chapter 19|11 pages


Diversity Management: The Case of Managing International Staff and Exchange Students in an Institute of Higher Learning in Botswana 1
ByDorothy Mpabanga

chapter 20|9 pages


People Management in Academia: Anna-Maria Harilaou's Story 1 Revisited
ByEleni Stavrou, Nicoleta Nicolaou Pissarides

chapter 21|8 pages


Implementing New Production Design and Reward System
ByMichal Biron

chapter 22|10 pages


The Jordan Company of Hospitality Education (JCHE)
ByMuhsen Makhamreh

chapter 23|10 pages


HRM Strategic Alignment and Visibility in Uganda
ByJohn C.Munene, Florence Nansubuga

chapter 24|7 pages


Training and Development at United Bank: What Do the Employes Think?
ByScott L. Martin, Zainab Habeeb Abdulla, Hashil Abdalla Zamzam

part V|50 pages

Asia and the Pacific Rim

chapter 25|11 pages


Using Human Resource Management to Reshape the Labour Relations Structure at a Chinese Automobile Manufacturer
ByShiyong Xu, Huan Wang, Ning Li, Lihua Zhang

chapter 26|9 pages

Hong Kong

Engaging the Next Generation of Leaders at MostClean Hong Kong 1
ByChristina Sue-Chan, Clara To

chapter 27|10 pages


Propelling Growth Engine for ICICI Bank, India: Woman Leadership, Gender Equity or Paradigm Shift?
ByRadha R. Sharma, Sonam Chawla

chapter 28|9 pages


Alexandra Hospital: Realizing the Value of Older Workers
ByAudrey Chia, Angeline Lim

chapter 29|9 pages


How Selection Practices Make a Difference: A Case Study of a Global Thai Company
ByChaturong Napathorn

part VI|35 pages

The Americas

chapter 30|12 pages


Building a Culture of Inclusion at the Royal Bank of Canada: Strategies for Aboriginal Peoples and Newcomers to Canada
ByMaria Rotundo

chapter 31|11 pages


Development of Self-Managed Teams at S.C. Johnson & Son in Chile
ByAndrés Raineri

chapter 32|10 pages


Mexican Experiences from a Danish Firm: "Changing" Mexican Culture
ByJacobo Ramirez, Laura Zapata-Cantú