New Models Of Human Resource Management In China And India

This book presents a comprehensive analysis of the similarities and differences of contemporary human resource management systems, processes and practices in the two increasingly important economic great powers in Asia. It covers the full range of human resource management activities, including recruitment, retention, performance management, renumeration, and career development, discusses changing industrial relations systems, and sets the subject in its historical, social and cultural contexts. It examines newly emerging strategies, and asssesses the extent to which human resource management systems in the two countries are coverging or diverging. Review: 'I would like to recommend strongly New Models of HRM in China and India . The book highlights the enormous changes in global economic power and influence and the major lessons for international human resource management stemming from these developments. This comparative work is especially valuable for highlighting patterns of continuity and change in these two countries and for drawing out the fundamentally important implications for theory'. - Michael Poole is Professor of HRM, Cardiff Business School, Cardiff University, Cardiff, UK. Editor of the International Journal of Human Resource Management. Co-Author of: International Human Resource Management, London: Routledge. 'With the re-emergence of China and India - the world's two most populous nations - in the global economy, it is imperative that researchers and practitioners have an accurate understanding of human resource management in both countries. This book provides a comprehensive analysis of the similarities and differences between these two countries and presents a new model of human resource management that can explain more adequately the dynamics and challenges associated with these two emerging giants. It is a must read for all who seek further insights on managing and doing business in China and India'. - Rosalie L. Tung is the Ming Stella Wong Professor of International Business at Simon Fraser University, BC, Canada. Author of: Learning from World Class Companies. London, U.K.: Thomson Learning. 'New Models of Human Resource Management in China and India is a must-read book for everyone interested in knowing as much as possible about the latest developments and thinking about human resource management in China and India. Based upon the in-depth expertise of all the authors in China and India, all the chapters are filled with extremely valuable information and insights and the latest references and websites for further investigation. The book is concise and to the point. It is perfect for a course focusing on human resource management in China and India or as a supplemental book in a more general human resource management course'. - Randall S. Schuler, Distinguished Professor, International Human Resource Management, Rutgers University, New Brunswick, NJ, USA. Co-author of: International Human Resource Management, London: Routledge. 'This book provides an excellent basis for a new understanding of emerging human resource management in the two largest countries in the world. A central issue highlighted is the inability of Western HRM Models to incorporate the diversity of HRM systems and practices in multiple organizational types in both countries and the need for more scholarships on variants of indigenous models of HRM'. - Sarosh Kurivalla, Professor of Industrial Relations, Asian Studies and Public Affairs, Cornell University, Ithaca, NY, USA. Co-author of: From Iron Rice Bowl to Informalization: Markets, Workers and the State in a Changing China: Cornell University Press: Ithaca and London . 'Since the global attention has shifted to China and India, this is the finest book I have read on how the management of the people resource has been contributing to the mystery of the emerging Asian Century. Being some of the leading global thinkers on the subject, the authors have demonstrated amazing clarity and panache in identifying and discussing comparative HRM issues in the two countries. The book prov