Instructor Manual for Human Resource Management Strategic and International Perspectives 2nd Edition By Jonathan Crawshaw, Pawan Budhwar, Ann Davis
Instructor Manual for Human
Resource Management Strategic
and International Perspectives
2nd Edition By Jonathan
Crawshaw, Pawan Budhwar, Ann
Davis
(All Chapters 1-14, 100% Original
Verified, A+ Grade)
This is The Only Original and
Complete Instructor Manual for
2nd Edition, All Other Files in The
Market are Fake/Old/Wrong
Edition.
Instructor Manual for Human Resource Management Strategic and International Perspectives 2nd Edition By Jonathan Crawshaw, Pawan Budhwar, Ann Davis
,Instructor Manual for Human Resource Management Strategic and International Perspectives 2nd Edition By Jonathan Crawshaw, Pawan Budhwar, Ann Davis
Table Of Contents
• Introduction: Context and Challenges for
HRM
• HRM and Firm Performance
• Organisational Change and HRM
• Digitisation, Artificial Intelligence (AI) and
HRM
• Ethics and HRM
• Globalism, Multinational Enterprises and
HRM
• Employee Work-Related Mental Health
and Well-Being
• Workforce Intelligence Planning
• Recruitment and Selection: Diversity,
Sustainability and Artificial Intelligence
• Diversity and HRM
• Learning and Development
• Reward Strategies and Systems
• Performance Management and
Motivation
• Workplace Relations and Regulations
Instructor Manual for Human Resource Management Strategic and International Perspectives 2nd Edition By Jonathan Crawshaw, Pawan Budhwar, Ann Davis
,Instructor Manual for Human Resource Management Strategic and International Perspectives 2nd Edition By Jonathan Crawshaw, Pawan Budhwar, Ann Davis
Instructor Resource
Crawshaw, Human Resource Management: Strategic and International Perspectives, 2e
SAGE Publishing, 2017
INSTRUCTORS’ MANUAL
CHAPTER 1: INTRODUCTION: CONTEXT AND CHALLENGES FOR HRM
1.1 Chapter Aim
The overall aim of this chapter is to provide students with a detailed background and
introduction to HRM, in terms of both academic research and practice. As such, students are
provided with key definitions, an outline of the historical development of the field, the
potential roles of HRM and HR professionals in organisations, and the key contextual factors
that may influence these roles and practices.
1.2 Chapter Knowledge and Skills Objectives
Knowledge Objectives
1. Understand the changing nature and context of work
2. Describe the implications of these changes for managing people at work
3. Understand the nature of HRM and its evolution
4. Identify the range of roles, activities and processes included in HRM
5. Appreciate the skills and knowledge areas required by HRM specialists and others
undertaking HRM responsibilities within organisations
Skills Objectives
1. Explore (and describe) what it is that you want from work
2. Recognise that different people have different views on work and the employment
relationship
3. Take other people’s views into account when working in groups or teams
4. Set out the key requirements for a HRM role within an organisation
5. Make arguments from different points of view
1.3 Debating HRM Instructor Notes
Debating HRM: Convergence or Divergence in HRM Practices
1. One group should research evidence for global convergence in HRM policies and
practices and one for continuing divergence in HRM practices.
• Of course the literature provides evidence for both convergence and divergence
of HRM practices.
• Students should make links to the Best Practice HRM (High Performance Work
Practices) and Best Fit HRM literatures. Best Practice (HPWPs) suggests and
empirical evidence has supported the transferability of HR practices across
national contexts. Best Fit HRM research on the other hand suggests that HR
practices should fit with the context in which they are developed and
implemented, and a growing amount of cross-cultural research has highlighted
the importance of cultural and institutional factors that may influence the
implementation and utility of HRM practices.
Instructor Manual for Human Resource Management Strategic and International Perspectives 2nd Edition By Jonathan Crawshaw, Pawan Budhwar, Ann Davis
, Instructor Manual for Human Resource Management Strategic and International Perspectives 2nd Edition By Jonathan Crawshaw, Pawan Budhwar, Ann Davis
Instructor Resource
Crawshaw, Human Resource Management: Strategic and International Perspectives, 2e
SAGE Publishing, 2017
• Students should be asked to cite one or two empirical studies that support either
perspective.
2. Each group should then outline the opportunities and challenges that either
convergence or divergence poses for HR departments and practitioners.
• Students should recognise that these debates are particularly pertinent for MNCs
• Convergence provides opportunities for standardising HR practices across
different national contexts and thus providing organisations (and their HR
departments) with opportunities for greater control over information, reward
strategies, performance management criteria (and thus reward and promotion),
management decision-making, fairness, etc.
• Divergence, alternatively, provides opportunities for HR practices to be
developed that are more responsive to local customs, values, practices and
expectations regarding people management: HR practices that are thus more
acceptable and embraced by the local population
Debating HRM: The Merit of Decentralising the HR Function
1. One group should research the evidence FOR and the other the evidence AGAINST
decentralising the HR function.
• Key arguments for decentralising the HRM function are as follows (although you
may identify more):
o More locally responsive
o Quicker decision-making
o HR more knowledgeable of different parts of the business
o Promotes HR as a ‘Business Partner’
o More efficient
• Key arguments against decentralising the HRM function are as follows (although
again you may identify more):
o Silo effect – become knowledgeable only on one part of the business
o Failure to recognise issues across the whole business
o Weaker control over the consistency and quality of HR decision-making
and policy implementation
• Of course, often the administrative parts of the HR function may be centralised
(around a shared-service or eHR self-service website), and the more
strategic/complex HR function may be decentralised
1.4 Case Study Instructor Notes
In-Chapter Case Study: HR Outsourcing by Indian SMEs
1. What are the key drivers for outsourcing HR outlined in this report?
• The threats posed to SMEs by the increasing ‘war for talent’
Instructor Manual for Human Resource Management Strategic and International Perspectives 2nd Edition By Jonathan Crawshaw, Pawan Budhwar, Ann Davis
Instructor Manual for Human
Resource Management Strategic
and International Perspectives
2nd Edition By Jonathan
Crawshaw, Pawan Budhwar, Ann
Davis
(All Chapters 1-14, 100% Original
Verified, A+ Grade)
This is The Only Original and
Complete Instructor Manual for
2nd Edition, All Other Files in The
Market are Fake/Old/Wrong
Edition.
Instructor Manual for Human Resource Management Strategic and International Perspectives 2nd Edition By Jonathan Crawshaw, Pawan Budhwar, Ann Davis
,Instructor Manual for Human Resource Management Strategic and International Perspectives 2nd Edition By Jonathan Crawshaw, Pawan Budhwar, Ann Davis
Table Of Contents
• Introduction: Context and Challenges for
HRM
• HRM and Firm Performance
• Organisational Change and HRM
• Digitisation, Artificial Intelligence (AI) and
HRM
• Ethics and HRM
• Globalism, Multinational Enterprises and
HRM
• Employee Work-Related Mental Health
and Well-Being
• Workforce Intelligence Planning
• Recruitment and Selection: Diversity,
Sustainability and Artificial Intelligence
• Diversity and HRM
• Learning and Development
• Reward Strategies and Systems
• Performance Management and
Motivation
• Workplace Relations and Regulations
Instructor Manual for Human Resource Management Strategic and International Perspectives 2nd Edition By Jonathan Crawshaw, Pawan Budhwar, Ann Davis
,Instructor Manual for Human Resource Management Strategic and International Perspectives 2nd Edition By Jonathan Crawshaw, Pawan Budhwar, Ann Davis
Instructor Resource
Crawshaw, Human Resource Management: Strategic and International Perspectives, 2e
SAGE Publishing, 2017
INSTRUCTORS’ MANUAL
CHAPTER 1: INTRODUCTION: CONTEXT AND CHALLENGES FOR HRM
1.1 Chapter Aim
The overall aim of this chapter is to provide students with a detailed background and
introduction to HRM, in terms of both academic research and practice. As such, students are
provided with key definitions, an outline of the historical development of the field, the
potential roles of HRM and HR professionals in organisations, and the key contextual factors
that may influence these roles and practices.
1.2 Chapter Knowledge and Skills Objectives
Knowledge Objectives
1. Understand the changing nature and context of work
2. Describe the implications of these changes for managing people at work
3. Understand the nature of HRM and its evolution
4. Identify the range of roles, activities and processes included in HRM
5. Appreciate the skills and knowledge areas required by HRM specialists and others
undertaking HRM responsibilities within organisations
Skills Objectives
1. Explore (and describe) what it is that you want from work
2. Recognise that different people have different views on work and the employment
relationship
3. Take other people’s views into account when working in groups or teams
4. Set out the key requirements for a HRM role within an organisation
5. Make arguments from different points of view
1.3 Debating HRM Instructor Notes
Debating HRM: Convergence or Divergence in HRM Practices
1. One group should research evidence for global convergence in HRM policies and
practices and one for continuing divergence in HRM practices.
• Of course the literature provides evidence for both convergence and divergence
of HRM practices.
• Students should make links to the Best Practice HRM (High Performance Work
Practices) and Best Fit HRM literatures. Best Practice (HPWPs) suggests and
empirical evidence has supported the transferability of HR practices across
national contexts. Best Fit HRM research on the other hand suggests that HR
practices should fit with the context in which they are developed and
implemented, and a growing amount of cross-cultural research has highlighted
the importance of cultural and institutional factors that may influence the
implementation and utility of HRM practices.
Instructor Manual for Human Resource Management Strategic and International Perspectives 2nd Edition By Jonathan Crawshaw, Pawan Budhwar, Ann Davis
, Instructor Manual for Human Resource Management Strategic and International Perspectives 2nd Edition By Jonathan Crawshaw, Pawan Budhwar, Ann Davis
Instructor Resource
Crawshaw, Human Resource Management: Strategic and International Perspectives, 2e
SAGE Publishing, 2017
• Students should be asked to cite one or two empirical studies that support either
perspective.
2. Each group should then outline the opportunities and challenges that either
convergence or divergence poses for HR departments and practitioners.
• Students should recognise that these debates are particularly pertinent for MNCs
• Convergence provides opportunities for standardising HR practices across
different national contexts and thus providing organisations (and their HR
departments) with opportunities for greater control over information, reward
strategies, performance management criteria (and thus reward and promotion),
management decision-making, fairness, etc.
• Divergence, alternatively, provides opportunities for HR practices to be
developed that are more responsive to local customs, values, practices and
expectations regarding people management: HR practices that are thus more
acceptable and embraced by the local population
Debating HRM: The Merit of Decentralising the HR Function
1. One group should research the evidence FOR and the other the evidence AGAINST
decentralising the HR function.
• Key arguments for decentralising the HRM function are as follows (although you
may identify more):
o More locally responsive
o Quicker decision-making
o HR more knowledgeable of different parts of the business
o Promotes HR as a ‘Business Partner’
o More efficient
• Key arguments against decentralising the HRM function are as follows (although
again you may identify more):
o Silo effect – become knowledgeable only on one part of the business
o Failure to recognise issues across the whole business
o Weaker control over the consistency and quality of HR decision-making
and policy implementation
• Of course, often the administrative parts of the HR function may be centralised
(around a shared-service or eHR self-service website), and the more
strategic/complex HR function may be decentralised
1.4 Case Study Instructor Notes
In-Chapter Case Study: HR Outsourcing by Indian SMEs
1. What are the key drivers for outsourcing HR outlined in this report?
• The threats posed to SMEs by the increasing ‘war for talent’
Instructor Manual for Human Resource Management Strategic and International Perspectives 2nd Edition By Jonathan Crawshaw, Pawan Budhwar, Ann Davis
