Suchergebnisse

Part I. Describing different work-life policies, policy development, and pitfalls -- Strategic human resources and work-life balance / Paula Caligiuri and Nicole Givelekian -- Reviewing policies for harmonizing work, family and personal life / Steven Poelmans and Barbara Beham -- Integrating career development and work-family policy / Tammy Allen -- Work-life balance on global assignments / Paula Caligiuri and Mila Lazarova -- Case study 2005 - work-life, flexibility, and mobility: ensuring global support of flexibility within IBM's on-demand company / Joan Giue and Oana Petrescu -- Part II. Policy design, implementation, and deployment -- Stages in the implementation of work-life policies / Steven A. Y. Poelmans, Shilpa Patel and Barbara Beham -- Policy development across borders: a framework for work-life initiatives in multinational enterprises / Anne Bardoel and Helen DeCieri -- Part III. Cultural change -- Barriers to the implementation and usage of work-life policies / Cynthia Thompson -- How to become a family-responsible firm: proposing a model for cultural change / Steven A. Y. Poelmans and Olena Stepanova / Epilogue: flexibility and diversity in the twenty-first century - the responsibility of human potential managers / Steven A. Y. Poelmans and Aline Masuda

This study investigates the relationship between self-monitoring and multidimensional performance ratings of global assignees. It was hypothesized that supervisors' performance ratings of expatriate subordinates would depend on three factors: (a) individual differences in self-monitoring, (b) supervisor-subordinate national similarity, and (c) the dimension of performance being rated (technical, contextual, or expatriate-specific). Analysis of variance results from 78 supervisor/subordinate dyads indicated significant interactions among these three factors. The significant interaction for the contextual performance dimension suggests that high self-monitors were rated more favorably by supervisors of the same nationality. Low self-monitors' ratings were somewhat less affected by rater-ratee national similarity. Self-monitoring also had a significant main effect on ratings of assignment-specific performance. These results suggest self-monitoring personality has differential effects across performance dimensions and rater context. Future research implications are provided for examining the relationship between personality and job performance dimensions. Practical recommendations for the performance management of global assignees are provided.

"International human resource management (IHRM) is a key area of research in the sphere of international business and management. Described as a field in its infancy in the 1980s, IHRM has quickly advanced through adolescence and into maturity. Today, it is a vibrant and diverse discipline which boasts a large and active body of researchers across the globe. This volume examines cutting-edge themes, with the input of contributions from both established and emerging scholars. The Routledge Companion to International Human Resource Management gives a state-of-the-art overview of the key themes, topics and debates in the discipline, with valuable insights into directions for future research. Drawing on a large and respected international contributor base and with its focus on mature and emerging markets, this book is an essential resource for researchers, students and IHRM professionals alike"--