TY - JOUR T1 - Comparing Human Resource Management in China and Vietnam: An Overview JF - Human Systems Management Y1 - 2014 A1 - M. Warner KW - China KW - culture KW - HRM KW - human resource management KW - management KW - unions KW - Vietnam AB -

This paper attempts to compare human resource management (HRM) in China and Vietnam. The main thrust of the paper is broadly interpretative, as well as analytical. First, it sets out seven dimensions relating to the evolution of people-management there, namely, historical, cultural, political, legal, economic, demographic and management. Next, it deals with a number of contemporary issues relating to the implementation of HRM in the two countries. Last, it presents a set of conclusions regarding the national differentiation of HRM models and the implications for management in Asia.

VL - 32 L2 - eng UR - http://www.jbs.cam.ac.uk/fileadmin/user_upload/research/workingpapers/wp1303.pdf CP - 4 ER - TY - JOUR T1 - Made in the EU: Foxconn in the Czech Republic JF - WorkingUSA Y1 - 2014 A1 - Andrijasevic, R. A1 - Sacchetto, D. KW - China KW - Czech Republic KW - electronics industry KW - Foxconn KW - globalization KW - labor relations KW - management KW - politics of production AB -

Next to its 32 factories in mainland China, Foxconn has another 200 factories and subsidiaries around the world on which there is little or no data. This article focuses on plants in the Czech Republic, Foxconn's most important European site and the hub for export-oriented electronics industry. It asks whether there are similarities between Foxconn's Chinese and European sites, two locations commonly imagined as separate and opposite in their management practices and treatment of the workforce. Drawing on sixty interviews with workers and privileged informants, the article outlines the labor process, forms of control, composition of labor, the role of the state, and the reach and impact of the trade unions in Foxconn's Czech plants. It makes visible the deterioration of working conditions in the Czech Republic, both under European Union regulations and just-in-time production by multinationals, and suggests that in order to understand the ongoing changes there is a need to move away from the idea of labor and labor markets as solely domestic actors, and toward a discussion on globally integrated politics of production.

VL - 17 L2 - eng ER - TY - BOOK T1 - Workers and Labor in a Globalized Capitalism: Contemporary Themes and Theoretical Issues Y1 - 2014 A1 - Atzeni, Maurizio KW - capitalism KW - globalization KW - human resources KW - management KW - sociology AB -

An introduction to work and society for undergraduate and postgraduate students. This new text brings together international experts on work and employment from a range of disciplines to debate key themes and issues related to work in a globalised economy.

PB - Palgrave Macmillan CY - New York L2 - eng ER - TY - BOOK T1 - Building More Effective Labour-Management Relationships Y1 - 2013 A1 - Chaykowski, Richard P. A1 - Robert S. Hickey KW - Canada KW - collective bargaining KW - employment relations KW - labor relations KW - labor-management relations KW - management AB -

Building More Effective Labour-Management Relationships combines valuable insights into new approaches to relationship-building and collective bargaining with unique knowledge and concrete lessons garnered from some of the foremost industrial relations practitioners in Canada.

PB - McGill-Queen's University Press CY - Montreal, Quebec L2 - eng ER - TY - BOOK T1 - Strategic Planning for Public and Nonprofit Organizations : A Guide to Strengthening and Sustaining Organizational Achievement (4th Edition) Y1 - 2011 A1 - John M. Bryson KW - management KW - Nonprofit organizations KW - nonprofits KW - Public administration KW - Strategic planning AB -

[Excerpt] How can the leaders and managers of public and nonprofit organizations cope with the challenges that confront their organizations, now and in the years ahead? How should they respond to the increasingly uncertain and interconnected environments in which their organizations operate? How should they respond to dwindling or unpredictable resources; new public expectations or formal mandates; demographic changes; deregulation or reregulation; upheavals in international, national, state, and local economies and polities; and new roles for public, nonprofit, and business organizations, including calls for them to collaborate more often? What should their organizations' missions be? How can they create greater and more enduring public value? How can they build on organizational strengths and take advantage of opportunities while minimizing organizational weaknesses and overcoming challenges to their organizations? How can they formulate desirable strategies and implement them effectively? These are the questions this book addresses.

PB - Jossey-Bass Publishers CY - San Francisco L2 - eng N1 - ID: nyu_aleph002324897; Includes bibliographical references (p. 297-311) and indexes.  syllabus calls for pgs 123-223 ER - TY - BOOK T1 - The Jossey-Bass Handbook of Nonprofit Leadership and Management (3rd Edition) Y1 - 2010 A1 - Renz, D. O. A1 - Herman, R. D. KW - capital structure KW - fundraising KW - leadership KW - lobbying KW - management KW - marketing KW - nonprofit management KW - Nonprofit organizations KW - social entrepreneurship AB -

This is the third edition of the bestselling nonprofit management reference and text called the "big green book." Based on updated research, theory, and experience, this comprehensive edition offers practical advice on managing nonprofit organizations and addresses key aspects such as board development, strategic planning, lobbying, marketing, fundraising, volunteer management, financial management, risk management, and compensation and benefits. New chapters cover developments in such areas as social entrepreneurship, financial leadership and capital structure, accountability and transparency, and the changing political-legal climate. (publisher's statement)

PB - Jossey-Bass CY - San Francisco L2 - eng N1 - ID: nyu_aleph002202431; Includes bibliographical references and index. ER - TY - BOOK T1 - Organizational Culture and Leadership (4th Edition) Y1 - 2010 A1 - E.H. Schein KW - leadership KW - management KW - organizational culture AB -

Regarded as one of the most influential management books of all time, this fourth edition of Leadership and Organizational Culture transforms the abstract concept of culture into a tool that can be used to better shape the dynamics of organization and change. This updated edition focuses on today's business realities. Edgar Schein draws on a wide range of contemporary research to redefine culture and demonstrate the crucial role leaders play in successfully applying the principles of culture to achieve their organizational goals. (publisher's statement)

PB - Jossey-Bass CY - San Francisco SN - 9780470185865 L2 - eng ER - TY - JOUR T1 - The Impact of National Culture and Economic Ideology on Managerial Work Values: A Study of the United States, Russia, Japan, and China JF - Journal of International Business Studies Y1 - 2008 A1 - Ralston, D. A1 - Holt, D. H. A1 - Terpstra, R. H. A1 - Kai-Cheng, Y. KW - China KW - corporate culture KW - culture KW - economic ideology KW - Japan KW - management KW - managers KW - Russia AB -

This study assesses the impact of economic ideology and national culture on the individual work values of managers in the United States, Russia, Japan, and China. The convergence-divergence-crossvergence (CDC) framework was used as a theoretical framework for the study, while the Schwartz Value Survey (SVS) was used to operationalize our investigation of managerial work values across these four countries. The findings largely support the crossvergence perspective, while also confirming the role of national culture. Implications from the findings are drawn for the convergence-divergence-crossvergence of values, as well as for the feasibility of multidomestic or global strategies for a corporate culture.

PB - Palgrave Macmillan VL - 39 L2 - eng UR - http://www.palgrave-journals.com/jibs/journal/v39/n1/abs/8400330a.html CP - Jan/Feb ER - TY - JOUR T1 - New Developments in China’s Labor Dispute Resolution System: Better Protection for Workers’ Rights? JF - Comparative Labor Law and Policy Journal Y1 - 2008 A1 - Lu, H. KW - China KW - Labor Dispute Resolution System KW - labor disputes KW - labor relations KW - LDR KW - management KW - workers’ rights AB -

The main legal sources of China’s Labor Dispute Resolution System (LDR system) are the 1995 Labor Law and the 1993 PRC Regulations for the Handling of Enterprise Labor Disputes (HELDR).Nevertheless, since the LDR system was established, China’s labor relationship has been constantly undergoing deep changes as its economy has become increasingly market-oriented. Consequently, labor disputes are more complicated than a decade ago. Numerous administrative regulations and judicial interpretations have been issued at the national level to tackle the new problems that the Labor Law and HELDR did not expect when they were promulgated.

VL - 29 L2 - eng UR - http://apirnet.ilo.org/resources/new-developments-in-chinas-labor-dispute-resolution-system-better-protection-for-workers-rights CP - 3 ER - TY - BOOK T1 - What Workers Want Y1 - 2006 A1 - R. Freeman A1 - Rogers, J. KW - Cornell University KW - government KW - labor KW - management KW - regulation KW - union KW - workplace AB -

How would a typical American workplace be structured if the employees could design it? According to Richard B. Freeman and Joel Rogers, it would be an organization run jointly by employees and their supervisors, one where disputes between labor and management would be resolved through independent arbitration. Their groundbreaking book provides a comprehensive account of employees' attitudes about participation, representation, and regulation on the job.

For the updated edition, the authors have added an introduction showing how recent data have confirmed and strengthened their basic argument. A new concluding chapter lays out the model of "open source unionism" that they propose for rebuilding unionism in the United States, making this updated edition essential for anyone thinking about what labor should be doing to move forward. (publisher's statement)

PB - Cornell University Press CY - Ithaca, NY L2 - eng ER - TY - BOOK T1 - The Embedded Corporation: Corporate Governance and Employment Relations in Japan and the United States Y1 - 2005 A1 - S. M. Jacoby KW - capitalism KW - Comparative management KW - corporate governance KW - employee participation KW - employment relations KW - Japan KW - management KW - personnel management AB -

Is there one best way to run the modern business corporation? What is the appropriate balance between shareholders, executives, and employees? These questions are being vigorously debated as layoffs, scandals, and restructurings rattle companies around the world. The common assumption is that globalization is merging the varieties of corporate capitalism. Yet, as this book shows, corporations in Japan and the United States are responding differently to the pressures unleashed by globalization. In America, shareholders have emerged as dominant while employment is more transitory and market-oriented. In Japan, shareholders are gaining influence but employees still play a key role in corporate strategy and governance. In The Embedded Corporation, Sanford Jacoby traces this enduring diversity to national differences in economic history and social norms, and, paradoxically, to global competition itself. The book's vantage point for exploring the varieties of capitalism is the headquarters of large corporations--in particular, their human resources departments, where changes in markets and technology turn into corporate labor policies affecting millions of workers. Jacoby reveals the inner workings of these departments. Despite some cross-fertilization, Japanese and American corporations maintain distinctive approaches to human resource management, with Japanese HR departments occupying a more central position within the corporation. As Jacoby shows, this has important consequences for how firms compete, for corporate governance, and even for the level of inequality in Japan and the United States. The Embedded Corporation is a major contribution to our understanding of comparative management and the relationship between business, society, and the global economy. (from Amazon.com)

PB - Princeton University Press CY - Princeton, N.J. L2 - eng N1 - ID: nyu_aleph001167810; Includes bibliographical references (p. 179]-209) and index. ER - TY - BOOK T1 - Employing Bureaucracy: Managers, Unions, and the Transformation of Work in the 20th Century Y1 - 2004 A1 - S. M. Jacoby KW - business history KW - economics KW - human resource management KW - labor history KW - labor unions KW - management KW - personnel managers KW - sociology AB -

Deftly blending social and business history with economic analysis, Employing Bureaucracy shows how the American workplace shifted from a market-oriented system to a bureaucratic one over the course of the 20th century. Jacoby explains how an unstable, haphazard employment relationship evolved into one that was more enduring, equitable, and career-oriented. This revised edition presents a new analysis of recent efforts to re-establish a market orientation in the workplace.

This book is a definitive history of the human resource management profession in the United States, showing its diverse roots in engineering, welfare work, and vocational guidance. It explores the recurring tension between the new professional order and traditional line management. Using a variety of sources, Jacoby analyzes the complex relations between personnel managers, labor unions, and government from the late 19th century to the present. (from Amazon.com)

PB - Lawrence Erlbaum CY - Mahwah, N.J. SN - 0805844090 L2 - eng ER - TY - BOOK T1 - Organizational Culture: Mapping the Terrain Y1 - 2002 A1 - Martin, J. KW - fragmentation KW - management KW - organizational culture KW - research KW - subculture AB -

Provides an interdisciplinary overview of the organizational culture literature, showing how and why researchers have disagreed about such fundamental questions as: What is organizational culture? What are the major theoretical perspectives used to understand cultures in organizations? How can a researcher decipher the political interests inherent in research that claims to be political neutral -- merely "descriptive"?

Joanne Martin examines a variety of conflicting ways to study cultures in organizations, including different theoretical orientations, political ideologies (managerial, critical, and apparently neutral); methods (qualitative, quantitative, and hybrid approaches), and styles of writing about culture (ranging from traditional to postmodern and experimental). In addition, she offers a guide for those who might want to study culture themselves, addressing such issues as: What qualitative, quantitative, and hybrid methods can be used to study culture? What standards are used when reviewers evaluate these various types of research? What innovative ways of writing about culture have been introduced? And finally, what are the most important unanswered questions for future organizational culture researchers?

Intended for graduate students and established scholars who need to understand, value, and utilize highly divergent approaches to the study of culture. The book will also be useful for researchers who do not study culture, but who are interested in the ways political interests affect scholarly writing, the ways critical and managerial approaches to theory differ, the use and justification of qualitative methods in domains where quantitative methods are the norm. (publisher's statement)

PB - Sage Publications CY - Thousand Oaks SN - 0803972946 L2 - eng ER - TY - JOUR T1 - Radical Change, The Quiet Way JF - Harvard Business Review Y1 - 2001 A1 - Meyerson, D. E. KW - cultural change KW - leadership KW - management KW - organizational change KW - organizational restructuring AB -

At some point, many managers yearn to confront assumptions, practices, or values in their organizations that they feel are counterproductive or even downright wrong. Yet, they can face an uncomfortable dilemma: If they speak out too loudly, resentment may build toward them; if they remain silent, resentment will build inside them. Is there any way, then, to rock the boat without falling out of it? In 15 years of research, professor Debra Meyerson has observed hundreds of professionals who have dealt with this problem by working behind the scenes, engaging in a subtle form of grassroots leadership. She calls them "tempered radicals" because they effect significant changes in moderate ways. Meyerson has identified four incremental approaches that managers can quietly use to create lasting cultural change. Most subtle is "disruptive self-expression" in dress, office decor, or behavior, which can slowly change an unproductive atmosphere as people increasingly notice and emulate it. By using "verbal jujitsu," an individual can redirect the force of an insensitive statement or action to improve the situation. "Variable-term opportunists" spot, create, and capitalize on short- and long-term chances for change. And through "strategic alliance building," an individual can join with others to promote change with more force. By adjusting these approaches to time and circumstance, tempered radicals work subtly but effectively to alter the status quo. In so doing, they exercise a form of leadership that is more modest and less visible than traditional forms--yet no less significant. Top managers who want to create cultural or organizational change--perhaps they're moving tradition-bound businesses down new roads--should seek out these tempered radicals, for they are masters at transforming organizations from the grass roots. (publisher's statement)

PB - Graduate School of Business Administration, Harvard University. CY - Boston [etc. VL - 79 SN - 0017-8012 L2 - eng CP - 9 N1 - ID: 95627252 ER - TY - BOOK T1 - The Transformation of American Industrial Relations (2nd Edition) Y1 - 1994 A1 - Thomas A. Kochan A1 - H. C. Katz A1 - McKersie, R. KW - economics KW - employment rules KW - industrial relations KW - John Dunlop KW - management KW - organizational structures KW - politics AB -

This book considers the level where bargaining takes place and who makes the key strategic decisions. It argues that decentralization in bargaining, management’s increased autonomy, and the switch to a bundle of workplace practices that included teams, contingent pay, employee participation, training, and employment security amounted to a transformation in the United States.
 

PB - Cornell ILR Press CY - Ithaca, NY L2 - eng ER - TY - BOOK T1 - Industrial Relations Systems (Revised Edition) Y1 - 1993 A1 - Dunlop, J. T. KW - government KW - industrial relations KW - management KW - policy KW - workers AB -

In this revised edition, John T. Dunlop updates his general theory of industrial relations, describing it as a set of tools for practitioners that can be used to develop new industrial relations systems or to reform existing ones. He also discusses the transformation of the industrial relations systems of the former Soviet Union. Since the initial publication of this work in 1958, a substantial literature has grown up around Dunlop's theory, which provides a framework for analyzing and interpreting the vast and growing body of information about labour relations. (publisher's statement)

PB - Harvard Business School Press CY - Watertown, MA L2 - eng ER - TY - BOOK T1 - Workers in Industrial America: Essays on the 20th Century Struggle Y1 - 1993 A1 - Brody, D. KW - CIO KW - labor history KW - labor movement KW - management KW - workers AB -

This famous book, representing some of the finest thinking and writing about the history of American labor in the twentieth century, is now revised to incorporate two important recent essays, one surveying the historical study of the CIO from its founding to its fiftieth anniversary in 1985, another placing in historical and comparative perspective the declining fortunes of the labor movement from 1980 to the present. As always, Brody confronts central questions, both substantive and historiographical, focusing primarily on the efforts of laboring people to assert some control over their working lives, and on the equal determination of American business to conserve the prerogatives of management. Long a classic in the field of American labor history, valued by general readers and specialists alike for its brilliance of argument and clarity of style, Workers in Industrial America is now more timely than ever. (publisher's statement)

PB - Oxford University Press CY - New York L2 - eng ER - TY - BOOK T1 - Bargaining Power Y1 - 1992 A1 - Martin, R. KW - human resources management KW - industrial relations KW - labor relations KW - management KW - negotiations KW - trade unions AB -

Examines the balance of power between management and unions, showing why some managements and some trade unions are more powerful than others. Bargaining power has long been recognized as central to industrial relations, but no previous work has taken the issue as its central focus.

Using both sociological and economic evidence, the author shows how managements and unions approach negotiations and how they use power to achieve their bargaining objectives. In turn he analyses different perspectives on power, negotiations, the industrial relations context, and human resources management.

The book concludes with an examination of the changing position of trade unions in Britain in the 1980s, arguing that union bargaining power remains more significant than suggested by the decline in union membership.

Readership: Undergraduate and graduate students of industrial relations, industrial sociology, and business and management studies. Managers, especially those in personnel. (publisher's statement)

PB - Oxford University Press CY - New York L2 - eng ER - TY - JOUR T1 - Organizational Theories: Some Criteria for Evaluation JF - Academy of Management Review Y1 - 1989 A1 - Bacharach, S. KW - industrial research KW - management KW - organizational sociology KW - organizational structure AB -

A set of ground rules and vocabulary to facilitate focused discussion about the structure of organization and management theories are proposed. The many previous efforts at defining and evaluating theory help establish criteria for theory construction and evaluation. In the establishment of these criteria, description is distinguished from theory, and a matrix of criteria for evaluating the variables, constructs, and relationships that together compose a theory is developed. The proposed matrix may be useful both for defining the necessary components of good theory and for evaluating and/or comparing the quality of alternative theories. Finally, a discussion of the way theories fit together to give a somewhat broader picture of empirical reality reveals the lines of tension between the two main criteria for evaluating theory.

VL - 14 L2 - eng UR - http://web.boun.edu.tr/muzaffer.bodur/AD600/Bacharach%20-%20Organizational%20Theories%20%281989%29.pdf CP - 4 ER - TY - BOOK T1 - Riding the Waves of Change: Developing Managerial Competencies for a Turbulent World Y1 - 1988 A1 - Morgan, G. KW - human resources management KW - information technology KW - management KW - managers KW - organizational behavior KW - organizational change AB -

Argues that management competency in an increasingly turbulent world consists of adopting a critical new mindset--one that enables managers to develop needed management skills; anticipate and deal effectively with environmental trends; develop a proactive approach to the future; and position their organizations to stay at the leading edge of change. (publisher's statement)

PB - Jossey-Bass CY - San Francisco SN - 1555420931 L2 - eng ER - TY - CHAP T1 - Collective Bargaining in American Industry: A Synthesis T2 - Collective Bargaining in American Industry: Contemporary Perspectives and Future Directions Y1 - 1987 A1 - Donn, C. B. A1 - D. B. Lipsky ED - D. B. Lipsky ED - Donn, C. B. KW - collective bargaining KW - industry KW - labor KW - labor relations KW - management KW - United States AB -

[excerpt] The preceding eight chapters deal with the current status of collective bargaining in eight U.S. industries. The differences between collective bargaining for police officers and auto workers or between professional athletes and college professors are obvious and illustrate the richness and variety of contemporary collective bargaining. Despite that diversity, however, the eight industries exhibit important similarities in collective bargaining. The common themes that link most, if not all, of the industries examined in this volume are perhaps less obvious, but a careful reading of the preceding chapters reveals that there have been a number of common factors affecting collective bargaining in these industries even though the responses of the different labor-management pairs have varied.

This chapter identifies and discusses some of the most important of the common themes that emerge from the study of these eight industries. The same general framework used to organize each of the industry studies—a modification of Dunlop's systems model—is again used here to examine those themes. Although most of the topics discussed below will be illustrated with examples from at least two of the eight industries, some references will also be made to the experience in industries not covered in this book. We conclude by discussing the future of collective bargaining in American industry.

JA - Collective Bargaining in American Industry: Contemporary Perspectives and Future Directions PB - Lexington Books CY - Lexington, MA L2 - eng UR - http://digitalcommons.ilr.cornell.edu/articles/800/ ER - TY - BOOK T1 - Collective Bargaining in American Industry: Contemporary Perspectives and Future Directions Y1 - 1987 A1 - D. B. Lipsky A1 - Donn, C. B. KW - collective bargaining KW - labor KW - labor relations KW - management AB -

[Excerpt] Of course, collective bargaining in this country has always been an institution rich in diversity. The nature of each collective bargaining relationship came about through a variety of influences both internal and external to the bargaining process. The internal factors include such things as the ideology of labor and management, the way the unions and employers were organized, and the history of the relationship between the parties. The external factors include the state of the economy and the nature of the laws and court decisions that regulate bargaining practices.

Nonetheless, this diversity has never been more in evidence than in the 1980s. The environmental forces mentioned above placed such strains on labor and management that bargaining in many industries was jolted out of the path it had followed since World War II. Different unions and employers responded to these pressures in different ways, however, creating more diversity than had been apparent for most of the post-World War II period.

This volume was designed with the intent of capturing that diversity. The eight industry studies illustrate the variety of ways in which bargaining is practiced as well as the diversity of forces and industry adaptations that have been reshaping collective bargaining in the United States. Thus, we present studies of industries in which collective bargaining is a well-established process (automobiles and agricultural machinery, for example) and ones in which it is not (higher education and police). We have a representative selection of manufacturing and services, private sector and public sector, white-collar and blue-collar bargaining.

PB - Lexington Books CY - Lexington, MA L2 - eng ER -