| Dedication | 第5-6页 |
| Acknowledgements | 第6-7页 |
| 摘要 | 第7-8页 |
| Abstract | 第8页 |
| Abbreviations | 第9-10页 |
| Contents | 第10-13页 |
| Introduction | 第13-17页 |
| Literature review | 第17-25页 |
| Chapter1:International Human Resource Management policies in the MNCs | 第25-31页 |
| Sectionl:Global workforce planning and forecasting the MNCs | 第25-26页 |
| 1. Global workforce planning and forecasting | 第25页 |
| 2. Staffing the multinational enterprise | 第25页 |
| 3. Global staffing choices:implications for multinational enterprises | 第25-26页 |
| Section2:Health, safety, and crisis management in the global enterprise | 第26-31页 |
| 1. Health and safety for international assignees | 第26-27页 |
| 2. Solutions to health and safety challenges for travelers and international assignees | 第27-31页 |
| Chapter2:Strategic, Comparative and Organizational Perspectives on IHRM | 第31-37页 |
| section1:strategic management | 第31-33页 |
| Lvalue creation through strategic management | 第31页 |
| 2. Major stakeholders | 第31-32页 |
| 3. Strategic management | 第32页 |
| 4. Three perspectives on strategy implementation(strategic management, international strategy and national competitiveness Strategic management) | 第32-33页 |
| 5. Strategy viewed from two perspectives based on people(project management and organizational behavior (OB) Project management) | 第33页 |
| Section2:Approaches to IHRM | 第33-37页 |
| 1. Review of IHRM approaches | 第34页 |
| 2. The concept of HRM | 第34-35页 |
| 3. What factors affect HRM approaches internationally? | 第35-36页 |
| 4. What are the implications of change for IHRM Approaches? | 第36-37页 |
| Chapter3:Managing An International Staff | 第37-53页 |
| Section1:composing an international staff | 第37-42页 |
| 1. International assignees and international assignments | 第37页 |
| 2. STAFFING POLICIES | 第37-39页 |
| 3. MOTIVES FOR INTERNATIONAL TRANSFERS | 第39页 |
| 4. RECRUITMENT AND SELECTION OF EXPATRIATES | 第39-41页 |
| 5. EXPATRIATE ADJUSTMENT AND FAILURE | 第41-42页 |
| 6. TRANSFER ARCHE TYPES | 第42页 |
| Section2:Training and Development of International Staff | 第42-45页 |
| 1. PHASE 1-IDENTIFY THE TYPE OF GLOBAL ASSIGNMENT | 第43页 |
| 2. PHASE 2-CONDUCT A CROSS-CULTURALTRAINING NEEDS ANALYSIS | 第43-44页 |
| 3. PHASE 3-ESTABLISH CCT GOALS AND MEASURES | 第44页 |
| 4. PHASE 4-DEVELOP AND DELIVER THE CCT PROGRAM | 第44页 |
| 5. PHASE 5-EVALUATE CROSS-CULTURAL TRAINING | 第44-45页 |
| Section3:International Compensation and Performance Management | 第45-49页 |
| 1. INTERNATIONAL COMPENSATION | 第45-48页 |
| 2. PERFORMANCE MANAGEMENT OF INTERNATIONAL STAFF | 第48-49页 |
| 3. VIRTUAL INTERNATIONAL ASSIGNMENTS | 第49页 |
| Section4:Repatriation and Knowledge Management | 第49-51页 |
| 1. BENEFITS FROM EXPATRIATE ASSIGNMENTS | 第49-50页 |
| 2. CHALLENGES OF REPATRIATION Challenges from the perspective of the individual | 第50-51页 |
| 3. 'BEST PRACTICE' RECOMMENDATIONS FOR SUCCESSFUL REPATRIATION | 第51页 |
| 4. THE ROLE OF ORGANIZATIONAL SUPPORTFOR SUCCESSFUL REPATRIATION | 第51页 |
| Section5:Purposes of international performance management | 第51-53页 |
| Chapter4:IHRM challenges | 第53-64页 |
| Section1:Culture in International Human Resource Management | 第53-55页 |
| 1. Positivist views | 第54页 |
| 2. Interpretive views | 第54页 |
| 3. Critical views | 第54-55页 |
| Section2:Human Resource Management in Cross-Border Mergers and Acquisitions43 | 第55-58页 |
| 1. Cultural differences and cross-border M&A performance | 第55-56页 |
| 2. Beyond cultural difference | 第56页 |
| 3. What does integration mean? | 第56-57页 |
| 4. Managing cross-border integration(the HRM implications) | 第57-58页 |
| Section3:Cross-cultural communication and diversity | 第58-60页 |
| Section4:Global knowledge management | 第60-61页 |
| Section5:Local and global sustainability | 第61-64页 |
| Chapter5:Role and Future of IHRM | 第64-74页 |
| Section1:The IHRM Department,Professionalism,and Future Trends | 第64-67页 |
| 1. Organizational Advancement of IHRM | 第64-65页 |
| 2. Involvement of the IHRM Department | 第65页 |
| 3. Operation of the Department | 第65-66页 |
| 4. Staffing the Department | 第66页 |
| 5. Linking the Department with the Business and its Strategy | 第66页 |
| 6. Demonstrating the Contributions of the IHRM Department | 第66-67页 |
| Section2- Professionalization of IHRM | 第67-70页 |
| 1. Importance of the Function | 第67页 |
| 2. Development of IHR Managers | 第67-68页 |
| 3. Education | 第68页 |
| 4. Certification:Testing and the Body of Knowledge | 第68-69页 |
| 5. Competencies(General) | 第69页 |
| 6. Competencies(Specific) | 第69-70页 |
| Section3:Future of IHRM | 第70-74页 |
| 1. Challenges Faced by IHRM | 第70页 |
| 2. The New MNE HR Organization | 第70-71页 |
| 3. Opportunities for Strengthening IHR | 第71-72页 |
| 4. The IHRM Job of the Future | 第72-74页 |
| Chapter6:Case study the IHRM of MNEs in china | 第74-84页 |
| Section1:Managing diversity in a Chinese-owned multinational IT Firm | 第74-77页 |
| 1. Company background | 第74-75页 |
| 2. Managing foreign employees in China | 第75页 |
| 3. Managing Chinese graduate returnees from overseas | 第75-76页 |
| 4. Gender equalities | 第76页 |
| 5. Developing a global diversity management strategy | 第76-77页 |
| Section 2:Lincoln Electric,Shanghai | 第77-84页 |
| 1. Entering China | 第77-79页 |
| 2. The management team and method | 第79-84页 |
| Conclusion | 第84-86页 |
| References | 第86-89页 |
