How do different countries manage their industrial relations? How do they balance the needs of workers and employers in order to compete in dynamic, global markets? How do bundles of HR policies and effects interact to condition performance? What are the differences in these relationships across nations?
The author presents his research results and insights from his thorough study of the societal and firm level in six nations, that represent the major types of the international human resource systems worldwide: Japan, The United States of America, the United Kingdom, Germany, Sweden and Singapore.
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