Includes index.

Includes bibliographical references and index.

Pt.I. Western Europe -- Belgium: How Innovative Staffing Solutions Can Make a Difference: The Case of Selecting Blue-Collar Workers for the Port of Antwerp / Britt De Soete -- Germany: Retaining Talent in Times of Crisis: Opportunities for the Robert Bosch Group in the Context of the German Industrial Relations System / Marion Festing -- Italy: Luxottica: Changing Italian Labor Relations and HR Practices to Drive Sustainable Performance / Arnaldo Camuffo -- Netherlands: HRM and Culture at RetailCo / Deanne N. Den Hartog -- United Kingdom: A Restatement of the "Employer Brand": The John Lewis Partnership / Pamela Nwanze -- pt.II. Scandinavia -- Denmark: Grundfos Invests in Talent / Liza Castro Christiansen -- Finland: Implementing a Global Diversity Management Initiative in Finland / Ingmar Bjorkman -- Iceland: Merger, Culture, and HRM: The Marel and Stork Case / Gudrun Berta Danielsdottir -- Norway: Comparing Internally Consistent HR at the Airport Express Train, Oslo, Norway, and Southwest Airlines, Dallas, TX, USA / Anders Dysvik -- Sweden: At the End of the Road: The Process of a Plant Closure / Magnus Hansson -- pt.III. Central and Eastern Europe -- Bulgaria: telerik: HRM in a Bulgarian Software Company / John E. Galletly -- Czech Republic: Impact of Managerial Decisions on Company Crisis Occurrence / Martina Konigova -- Poland: Reward Management in Small and Medium Enterprises: Alfa i Omega, Glogow, Poland / Magdalena Szulc -- Russia: Succession Planning at Eldorado / Anna Gryaznova -- Slovenia: On Becoming a Truly Global Player: The Global Talent Management Challenge at Trimo / Robert Kase -- pt.IV. Mediterranean, Middle East and Africa -- Cyprus: People Management in Academia: Anna-Maria Harilaou's Story / Eleni Stavrou -- Ghana: Employee Retention during Institutional Transition: A Case Study of PIGAMU / David B. Zoogah -- Israel: Implementing a New Production Design and Reward System / Michal Biron -- Jordan: The Jordan Company of Hospitality Education / Muhsen A. Makhamreh -- Uganda: Beyond Boundaries: HR Strategic Alignment and Visibility at Zain Uganda / John C. Munene -- United Arab Emirates: Developing the Local Workforce in a Rapidly Growing Economy / William M. Solomon -- pt.V. Asia and Pacific Rim -- China: Performance Management at Shenhua Guohua Electric Power / Yang Weiguo -- Hong Kong: Engaging the Next Generation of Leaders at Most Clean Hong Kong / Clara To -- India: Leveraging Human Capital for Business Growth: A Case of ICICI Bank, India / Philip Abraham -- Indonesia: Performance and Talent Management in Indonesia: The Case of XYZ Company / Munandar Nayaputera -- Malaysia: Malaysia Airlines: Talent Management in a Turnaround Situation / Wardah Azimah Sumardi -- Singapore: Alexandra Hospital: Realizing the Value of Older Workers / Angeline Lim -- New Zealand: New Zealand Qualifications Authority / Jarrod Haar -- pt.VI. The Americas -- Canada: Building a Culture of Inclusion at the Royal Bank of Canada: Strategies for Aboriginal Peoples and Newcomers to Canada / Maria Rotundo -- Chile: Development of Self-managed Teams at S. C. Johnson & Son in Chile / Andres B. Raineri -- Costa Rica: Tim Smith and the Central America Investment Institute / Brosh M. Teucher -- Mexico: Mexican Experiences from a Danish Firm: "Changing" Mexican Culture / Laura Zapata-Cantu -- United States of America: Southwest Airlines / Susan E. Jackson

"The Global Human Resource Management Casebook' is a collection of business teaching cases, focusing on Human Resource Management issues around the world. Each case is based in a single country and illustrates one or more significant challenge faced by managers and HR practitioners. The influence of the unique national cultural and institutional context upon the issues in the case is emphasized. In total 32 unique and original cases are presented, each from different national contexts. Every case is followed by a set of questions for use in class discussion or private study of the cases.

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