By Marta Elvira, Anabella Davila
In addition to supplying the reader with a radical review of the developments in HR ideas and perform and the demanding situations confronted by means of HR executives in Latin the US, this booklet additionally explores cultural matters severe to carrying out enterprise and figuring out human source administration during this quarter.
Structured in certain components, Davila and Elvira's accomplished publication strikes from a basic evaluate of the commercial, managerial and management kinds present in Latin the USA to the present prestige, position and value of the HR functionality in numerous country-specific chapters together with Argentina, Brazil, Chile, Mexico, crucial the US and Panama. professional students from the quarter and out of the country spotlight how neighborhood features impact HRM practices in response to the actual improvement of every kingdom, and state particular chapters concentration on:
- aspects of key institutional determinants of HRM practices (such as legislation, politics, economy)
- the present prestige, position and value of the HR functionality in so much firms
- review practices together with pay, staffing and labour relations
- trends for the close to future.
Written from a Latin American standpoint, and via members with interdisciplinary backgrounds, it beneficial properties topical, unique learn and kinds a vital part of the Global HRM sequence, complementing the opposite texts. utilizing up to date case reports, this article is valuable interpreting for teachers, scholars and practitioners of HRM, team of workers administration and foreign company alike.
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Additional resources for Managing Human Resources in Latin America: An Agenda for International Leaders
It is the meaning of that word which makes us culturally diﬀerent. Take for example a comparative study of automotive assembly plants in six countries – ﬁve European and one Latin American – by Wilkens and Pawlowsky (1997). They found no evidence of the concept ‘‘self-managed’’ work teams in France or Mexico, although managers in these plants described their plant operations as structured into self-managed work teams. Wilkens and Pawlowsky use a German deﬁnition of self-managed work teams requiring a high degree of self-organization.
Social relationships and personal appearance underlie the ‘‘glass ceiling’’ concept in Latin American companies: promotions and transfers are determined by these two characteristics. Whereas glass ceilings for women or minorities appear in developed countries due to gender or racial discrimination, in Latin America they relate to physical appearence and social contacts. Additionally, family traditions in the workplace are so strong that many organizations retain a policy of hiring family members or close relatives.
1999) ‘‘Cultura organizacional en una escuela Cato´lica mexicana: Un estudio de caso’’ [Organizational culture in a Catholic Mexican school: A case study], in A. Davila and N. H. Martinez (eds) Cultura en organizaciones latinas: Elementos, injerencia, y evidencia en los procesos organizacionales [Culture in Latin organizations: Elements, interference, and evidence in organizational processes], Mexico: Siglo XXI-ITESM, pp. 44–70. —— (2004) ‘‘Culture and business practices in Latin America: Opportunities for research and challenges for management’’, pp.
Managing Human Resources in Latin America: An Agenda for International Leaders by Marta Elvira, Anabella Davila