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38536 results in Cambridge Textbooks

Page 1575 of 1927

  • 12 - Self-initiated expatriation: case study lessons from Africa and the United States

  • Edited by Mustafa F. Özbilgin, Brunel University, Dimitria Groutsis, University of Sydney, William S. Harvey, University of Exeter
  • Book:
    International Human Resource Management
    Published online:
    12 August 2019
    Print publication:
    07 March 2014, pp 214-235

  • Summary

    Learning objectives

  • To outline the key debates on self-initiated expatriation.

  • To explore the complex, multilevel dynamics of self-initiation, including the factors behind decisions to migrate.

  • To examine the role of context in shaping the self-initiation process.

  • To explain the diversity of career opportunities and barriers faced by self-initiated expatriates.

    • Learning outcomes

    After reading this chapter, students will be able to:

  • critically assess what is meant by self-initiated expatriation

  • identify the dynamics of self-initiation at multiple levels, including factors that influence decisions to migrate

  • discuss the complex role of context in shaping the self-initiation process

  • understand the diversity of self-initiated mobility in terms of careers, opportunities and barriers.

    • Introduction

    Organisations today generally have a more diverse workforce, in terms of country of origin, than in the past. As the capital and labour markets continue to globalise, growing numbers of people move across national boundaries to work in different parts of the world. The aim of this chapter is to introduce and explore the conditions and dynamics that characterise this self-initiated expatriation (also known as self-initiated migration). We start by discussing the concepts of migration and self-initiated expatriation. Next, we explore the factors affecting mobility decisions and identify the challenges of moving and working abroad. In the final part of the chapter, we offer two case studies from different national contexts: the United States and South Africa. The case studies focus attention on the perspectives and lived experiences of globally mobile workers themselves and highlight the challenges of cross-border migration and the barriers to integration both within and outside the workplace.

  • 1 - Global trends in international human resource management

  • Edited by Mustafa F. Özbilgin, Brunel University, Dimitria Groutsis, University of Sydney, William S. Harvey, University of Exeter
  • Book:
    International Human Resource Management
    Published online:
    12 August 2019
    Print publication:
    07 March 2014, pp 6-22

  • Summary

    Learning objectives

  • To identify global trends in international human resource management (IHRM).

  • To offer a critical perspective on IHRM practices and trends.

  • To integrate conceptual arguments with practical implications.

    • Learning outcomes

    After reading this chapter, students will be able to:

  • understand the strategic role of human resource practices in a dynamic and complex global business environment

  • acknowledge issues that arise in human resource management when firms internationalise

  • understand how firms develop and adapt their HRM strategies and policies in response to internationalised business operations

  • appreciate the multinational and cross-cultural context of HRM

  • understand the rising importance of human capital in an international work environment.

    • Introduction

    Human resource management (HRM) is a management function that covers the processes of selecting, training, appraising and compensating employees, with respect to regulations in areas including health and safety, labour relations and equal employment opportunity (Zheng, 2013). When companies globalise their operations, they go through certain phases (Mathews, 2006), moving from domestic to international, multinational and global stages (Farndale & Paauwe, 2007).

  • 6 - International reward

  • Edited by Mustafa F. Özbilgin, Brunel University, Dimitria Groutsis, University of Sydney, William S. Harvey, University of Exeter
  • Book:
    International Human Resource Management
    Published online:
    12 August 2019
    Print publication:
    07 March 2014, pp 108-127

  • Summary

    Learning objectives

  • To provide a concise introduction to international reward management.

  • To appraise the key concepts that inform international reward management.

  • To illustrate the design architecture of reward systems at macro-, meso- and micro-levels.

  • To identify the key strategic international reward issues in multinational companies.

  • To explain how reward policies and practices are employed to motivate employees on international assignments.

    • Learning outcomes

    After reading this chapter, students will be able to:

  • understand the nature of international rewards

  • critically evaluate the architecture of international reward systems at macro-, meso- and micro-levels

  • compare and contrast the main approaches to reward management in multinational companies

  • comprehend the complexity and diversity of rewarding international assignees.

    • Introduction

    Sparrow (2006) argues that multinational companies (MNCs) require a specific HRM architecture to operate successfully in an international context. In terms of reward management, the foundations of this architecture are built around designing the reward system to reward employees for their knowledge, skills and aptitudes.

    Economic and social factors strongly influence the design of reward systems as does the frame of reference of international managers. In recent years, the ‘new pay’ agenda (Heery, 2000; Lewis, 2000), in line with a neo-liberal, free enterprise ideology, has strongly influenced managerial perceptions about rewarding people, with its emphasis on ‘individual market value, flexibility and performance’ (Corby, Palmer & Lindop, 2009: 7). Central to this approach is the idea that reward systems should be designed strategically to reward results and behaviour that are consistent with the goals of the organisation (Schuster & Zingheim, 1992). The suggested means for doing this is variable pay, where pay is tied closely to individual or team behaviour or to the achievement of organisational goals. Lawler (1995), one of the central architects of the ‘new pay’ approach, stressed that ‘new pay’ was not a prescription to success, but a way of thinking about reward design to make the organisation more effective. He argued: ‘It is entirely possible to design a reward system that motivates people to work and satisfies them while at the same time contributing to organizational effectiveness’ (see also Lawler, 1995:178; Armstrong & Murlis, 2007: 5).

  • 7 - Employee retention

  • Edited by Mustafa F. Özbilgin, Brunel University, Dimitria Groutsis, University of Sydney, William S. Harvey, University of Exeter
  • Book:
    International Human Resource Management
    Published online:
    12 August 2019
    Print publication:
    07 March 2014, pp 128-147

  • Summary

    Learning objectives

  • To identify the importance of employee retention for the organisation.

  • To define and identify ways to manage employee retention.

  • To explain how job satisfaction can affect organisational commitment and employee retention.

  • To identify strategies for employee retention, including remuneration and benefits, work environment, training and career development opportunities as well as inpatriation and repatriation.

    • Learning outcomes

    After reading this chapter, students will be able to:

  • identify the benefits of retention for the employees and for the organisation

  • understand the role of job satisfaction and organisational commitment on employee retention

  • identify the key strategies that enhance employee retention.

    • Introduction

    Organisations are increasingly adopting HR practices, with two main benefits: increased organisational effectiveness and the fulfilment of employees’ needs. Organisations are operating in an increasingly competitive environment due to global competition, cost leadership strategies, employee turnover and global skills shortages. These pressures have made the recruitment and retention of talented employees a top priority for all organisations, particularly those who are operating internationally. To survive in the long term and achieve competitive advantage in the global economy, the retention of valuable employees is a critical strategy for HR managers and organisational leaders (Reiche, 2007). Senior executive selection and retention are becoming even more important because these executives are responsible for the overall direction and scope of business activities, set organisational goals and shape its strategy and culture. Some executives have a clear vision and articulate it throughout the organisation, including at board of directors, top management and senior executive levels.

  • 9 - Reputation in the international context

  • Edited by Mustafa F. Özbilgin, Brunel University, Dimitria Groutsis, University of Sydney, William S. Harvey, University of Exeter
  • Book:
    International Human Resource Management
    Published online:
    12 August 2019
    Print publication:
    07 March 2014, pp 165-178

  • Summary

    Learning objectives

  • To introduce the concept of corporate reputation.

  • To highlight the importance of reputation for organisations as well as for cities and countries.

  • To underscore the connection between reputation and IHRM.

  • To emphasise the significance of scale when measuring reputation.

  • To provide an overview of reputation and its significance for different stakeholders.

  • To demonstrate how and why reputation is important for talent, international assignees and skilled migrants.

    • Learning outcomes

    After reading this chapter, students will be able to:

  • understand the concept of corporate reputation

  • acknowledge how reputations can benefit and damage organisations acknowledge that reputation is closely linked to IHRM

  • explain why reputation is important for potential, existing and former employees, and how they can shape corporate reputations

  • recognise that international assignees and skilled migrants move to countries, cities and companies because of their reputations, and that they can both create and destroy such reputations.

  • 11 - Balancing inflows and outflows in the European context

  • Edited by Mustafa F. Özbilgin, Brunel University, Dimitria Groutsis, University of Sydney, William S. Harvey, University of Exeter
  • Book:
    International Human Resource Management
    Published online:
    12 August 2019
    Print publication:
    07 March 2014, pp 194-213

  • Summary

    Learning objectives

  • To provide a deep understanding of international labour relations.

  • To provide an overview of migration theories and their various levels of analysis.

  • To illustrate forms of migratory inflows and outflows and their consequences for IHRM.

  • To highlight that understanding the migratory experience and agency of immigrants is crucial in developing IHRM theories and practices.

  • To demonstrate the role of employment agencies in sourcing and supplying migrant workers from Accession 8 countries to the UK and to explain its consequences for IHRM in organisations.

    • Learning outcomes

    After reading this chapter, students will be able to:

  • understand the relevance to IHRM of migratory inflows and outflows to and from multinational companies

  • discuss how the globalised labour market is changing and explore the challenges and relevance of such change for IHRM

  • explain why comprehensive and ethical IHRM strategies are needed in relation to migration

  • understand the need to explore migration from multiple levels and through a combination of different theories of IHRM

  • understand the impact that migratory inflows and outflows can have on local labour markets and migration policies, with reference to a case study from the European context.

  • 5 - Cross-cultural training and development for overseas assignments

  • Edited by Mustafa F. Özbilgin, Brunel University, Dimitria Groutsis, University of Sydney, William S. Harvey, University of Exeter
  • Book:
    International Human Resource Management
    Published online:
    12 August 2019
    Print publication:
    07 March 2014, pp 93-107

  • Summary

    Learning objectives

  • To emphasise the prevalence of international assignments in today’s integrated business settings.

  • To explain and evaluate cross-cultural training programs for international assignees, emphasising differences between expatriates and inpatriates.

  • To acknowledge that successful overseas assignment and relocation require the joint efforts of both international human resource managers and the focal employee assigned to the new destination.

    • Learning outcomes

    After reading this chapter, students will be able to:

  • understand and evaluate cross-cultural training programs designed for international assignees

  • understand and appreciate training tools, learning mechanisms and socialisation programs to manage and minimise culture shock

  • comprehend that the success of long-term international assignees is heavily influenced by the joint efforts of international human resource managers and the relocated employee

  • appreciate the need to develop individualised and cross-culturally appropriate training programs for overseas assignees before, during and after their arrival in a host country.

  • 8 - International labour relations

    • By Mustafa F. Özbilgin, Brunel University, London; Université Paris-Dauphine; Koç University, Istanbul
  • Edited by Mustafa F. Özbilgin, Brunel University, Dimitria Groutsis, University of Sydney, William S. Harvey, University of Exeter
  • Book:
    International Human Resource Management
    Published online:
    12 August 2019
    Print publication:
    07 March 2014, pp 148-164

  • Summary

    Learning objectives

  • To introduce and define the concept of international labour relations.

  • To explain the historical transformation of labour relations in the international context.

  • To define international labour standards and explain why they are sometimes controversial.

  • To present a multilevel model of international labour relations and explore how macro-, meso- and micro-level actors and stakeholders contribute to the crafting, transposition, implementation and monitoring of international labour relations and standards.

  • To explain why nation states and multinational companies choose to adopt international labour relations.

  • To present two case studies that illustrate the complexity of adopting international labour standards at national level.

    • Learning outcomes

    After reading this chapter, students will be able to:

  • understand international labour relations, their key stakeholders and processes

  • appreciate the historical transformation of labour relations in the international context

  • define international labour standards and debate sources of and controversies surrounding international labour standards

  • identify the macro-, meso- and micro-level actors and stakeholders in international labour relations and appreciate their respective roles in the crafting, transposition, implementation and monitoring of international labour relations and standards

  • explain why nation states and multinational companies may choose to adopt international labour relations

  • account for the complexity of adoption of international labour standards at national level.

  • 12 - Jurisdictional error and beyond

  • from Part 2 - Judicial Review
  • Edited by Matthew Groves, Monash University, Victoria
  • Book:
    Modern Administrative Law in Australia
    Published online:
    12 August 2019
    Print publication:
    13 February 2014, pp 248-275

  • Summary

    Introduction

    In Australia, every experienced teacher of administrative law knows that their undergraduate classes are liable to go into a tailspin upon first reading the leading cases discussing the concept of jurisdictional error. By contrast, the students will have coped well with their judicial review materials relating to reasonably specific grounds of challenge. That is not to say that the leading cases on the effects of fraud, bad faith, or improper purpose, for example, are all straightforward, but the students will regard the doctrinal difficulties of those cases as being no greater than those in any other area of law that they have encountered. The students will also have coped reasonably well with the massive indeterminacies of the rules of natural justice. But a sizeable proportion of any administrative law class will start to get seriously edgy when they are introduced to the doctrinal distinction between errors of law that are jurisdictional and those that are not, and most of those students will not confine themselves to that particular distinction. They will start asking harder questions.

    In terms of the permissible grounds of judicial review, they will ask why we must have any distinction between jurisdictional and non-jurisdictional errors, regardless of whether the error in question is one of law, fact or policy. And if (as most of them end up agreeing) the scope of judicial review is to vary according to a number of factors that include whether the error is one of law, fact or policy, their bottom line will be to doubt whether there is any sense at all in expressing those particular variations in the language of ‘jurisdiction’. I try to calm them down in so far as their unease boils down to questions of semantics, because I, for one, will not die in any ditch fighting for or against a mere label. In so far as their concerns are more substantive, however, I have to acknowledge that the students are keeping excellent company. England abandoned the terminology of jurisdictional error altogether, and Kirby J (one of Australia’s ‘great dissenters’) regretted that the High Court chose not to follow suit. In each case, however, the reasons were both semantic and substantive.

  • 6 - Chromodynamics

  • Alessandro Bettini, Università degli Studi di Padova, Italy
  • Book:
    Introduction to Elementary Particle Physics
    Published online:
    28 May 2018
    Print publication:
    13 February 2014, pp 196-232

  • Summary

    In this chapter we study the second fundamental interaction, the strong one. It binds together the quarks by exchange of gluons. The strong charges, corresponding to the electric one, are called colours and their theoretical description is called quantum chromodynamics, QCD. There are similarities with QED, but also many fundamental differences. One of them, called confinement, is that quarks are never free. We cannot break a proton and extract its quarks with whichever energy we strike it. We shall see why.

    We begin by showing how the colour charges were experimentally discovered by studying the production of hadrons, mainly pions, in experiments with electron–positron colliders. Moreover, we shall see that the underlying process e+ + e− → q + q−becomes evident when the CM energies are large enough. The quarks appear as jets of hadrons. When one of the quarks radiates a gluon, this appears as a third jet. In this way the gluon was shown to exist and its spin was determined by studying its angular distribution.

    We saw in Chapter 4 how hadron spectroscopy points to their internal quark composition. However, even quarks as mathematical rather than physical objects can explain the spectroscopy. And so they were considered by many till experiments were performed at SLAC that probed the proton with high-energy, high-resolution, electron probes and showed, like the Retherford experiment on atoms, the presence of an internal structure.

  • 15 - The Ombudsman

  • from Part 3 - Beyond the Courts
  • Edited by Matthew Groves, Monash University, Victoria
  • Book:
    Modern Administrative Law in Australia
    Published online:
    12 August 2019
    Print publication:
    13 February 2014, pp 326-347

  • Summary

    the basic purpose of an Ombudsman is provision of a ‘watchdog’ designed to look into the entire workings of administrative cases…[he or she] can bring the lamp of scrutiny to otherwise dark places even over the resistance of those who would draw the blinds. If [his or her] scrutiny and reservations are well founded, corrective measure can be taken in due democratic process, if not no harm can be done in looking at that which is good.

    Re Ombudsman Act (1970) 72 WWR 176, 190, 192 (Milvain CJ)

    Introduction

    The riddle for legal observers is not whether the ombudsman institution is a success. If proliferation and evolution are measures of success, the Australian ombudsman institution is the ‘poster child’ for administrative law institutions. Since their original introduction to Australia in the 1970s, to provide a mechanism for individual citizens to complain about government administration, public Ombudsmen now review a wide range of government action. Their jurisdiction includes: deaths in custody; oversight of the police force; monitoring of whistleblowing legislation; and auditing of records for telecommunication interception. The institution itself has also been adapted to provide a forum for complaint handling across private industry and large organisations. Calls have recently been made for the creation of a vast array of new ombudsmen, including an internet ombudsman and a supermarket ombudsman, and for ombudsmen to cover sport, the arts, gambling, crime, franchising and the motor industry.

    In the face of such success, the real riddle for legal observers is why ombudsmen are effective at all in resolving disputes. As lawyers and students of law we are well primed to accept, largely without question, the effectiveness of legal institutions such as courts, which make orders and provide binding remedies in the resolution of disputes. It follows that we will be more sceptical in our appreciation of institutions, such as the government Ombudsman, which make recommendations that are neither legally enforceable nor binding. This scepticism is arguably reflected in the historical treatment of the Ombudsman, which is often relegated to last place in administrative law textbooks, rarely the focus of rigorous critical independent analysis, and often subject to disparaging word plays on the Swedish title of the office (such as ‘Ombudsmouse’, Ombudsboob’ and ‘Ombudsflop’). The challenge for legal observers is to put aside such anachronistic views and ask why Ombudsmen have become central to the landscape of Australian dispute resolution.

  • 1 - Preliminary notions

  • Alessandro Bettini, Università degli Studi di Padova, Italy
  • Book:
    Introduction to Elementary Particle Physics
    Published online:
    28 May 2018
    Print publication:
    13 February 2014, pp 1-62

  • Summary

    Elementary particles are at the deepest level of the structure of matter. Students have already met the upper levels, namely the molecules, the atoms and the nuclei. These structures are small and their physics is properly described by non-relativistic quantum mechanics, by the Schrödinger equation. It is not relativistic because the speeds of the electrons in a molecule or in an atom and of the protons and neutrons in a nucleus are much smaller than the speed of light.

    Protons and neutrons contain quarks, which have very small masses, corresponding to rest energies much smaller than their kinetic energy, and their speed is close to that of light. The structure of the nucleons, and more generally of the hadrons that we shall discuss, is described by relativistic quantum mechanics. The relevant equation, the Dirac equation, will be recalled.

    The relativity theory is important in particle physics also for a different reason: the study of elementary particles requires experiments with beams accelerated at very high energies. There are two reasons for this: (a) the creation of new particles by, for example, annihilating a particle–antiparticle pair requires an initial energy large enough to be converted in the mass–energy of the new particle; (b) to study the internal structure of an object we must probe it with adequate resolving power, which increases with the energy of the probe, as we shall discuss.

    In this chapter the student will learn the basic notions that will be necessary for her/his further study.

  • 19 - ‘Fair is foul and foul is fair’: Migration tribunals and a fair hearing

  • from Part 3 - Beyond the Courts
    • By Linda Pearson, Commissioner of the Land and Environment Court of New South Wales and Member of the Commonwealth Administrative Review Council
  • Edited by Matthew Groves, Monash University, Victoria
  • Book:
    Modern Administrative Law in Australia
    Published online:
    12 August 2019
    Print publication:
    13 February 2014, pp 416-439

  • Summary

    Introduction

    It is beyond question that tribunals are required to comply with procedural fairness. Adjudicative tribunals are clearly subject to the implication that the powers conferred on them by statute are to be exercised with procedural fairness to those whose interests may be adversely affected. Most also have an express statutory direction requiring them to act fairly. The requirements of procedural fairness, namely that the person affected have a fair hearing: that is, be provided an opportunity to make their case and to respond to relevant adverse material; and second, that the decision-maker maintain a mind open to persuasion, are settled, at least in the abstract. What is required to constitute a ‘fair’ hearing in the circumstances of any decision-making process is, of course, another issue. This chapter asks how tribunals can ensure a ‘fair’ decision-making process when the capacity of the person to participate in a meaningful way in that process is compromised.

    This issue is equally important for courts, but may be more complex for tribunals because they lack many of the procedural safeguards that come with formal evidentiary requirements and a formal onus of proof, or the power to appoint someone to act on behalf of an applicant, and may be subject to specific legislated procedural requirements. This chapter focuses on the migration tribunals, whose task it is to review decisions made by departmental delegates of the Minister for Immigration; and on two potential impediments to meaningful participation, being psychological impairment, and language. That is not, however, intended to suggest that these issues are not relevant and significant for other tribunals, including those exercising original jurisdiction in matters such as appointment of substitute decision-makers, or that other potential barriers to participation, such as cultural issues, are not important.

  • 9 - The Standard Model

  • Alessandro Bettini, Università degli Studi di Padova, Italy
  • Book:
    Introduction to Elementary Particle Physics
    Published online:
    28 May 2018
    Print publication:
    13 February 2014, pp 303-375

  • Summary

    The development of the theoretical model that led to the electro-weak unification started in the 1960s. In this model, a single gauge theory, with the symmetry group SU(2) ⊗ U(1), includes the electromagnetic and weak interactions, both NC and CC. In particular, the electromagnetic and weak coupling constants are not independent but correlated by the theory. On the contrary, electro-weak theory and QCD, both being gauge theories, are unfied by the theoretical framework while their coupling constants are independent. Electro-weak theory and QCD together form the Standard Model of fundamental interactions.

    In Sections 9.1–9.3 we shall introduce the electro-weak theory, as usual without any theoretical rigour. The unfication characteristics appear mainly in the neutral current processes. The transition probabilities of all these processes are predicted by the theory with a single free parameter, the electro-weak mixing angle. We shall mention the several processes in which it has been determined and discuss one of them in detail as an example.

    A crucial prediction of the theory is the existence of three vector bosons, W+, W− and Z0. Even if the theory does not predict their masses, it precisely states the relations of the latter with two measured quantities, the Fermi constant and the weak mixing angle. We shall describe the UA1 experiment and the discovery of the vector bosons in Sections 9.6 and 9.7.

  • Preface to the second edition

  • Alessandro Bettini, Università degli Studi di Padova, Italy
  • Book:
    Introduction to Elementary Particle Physics
    Published online:
    28 May 2018
    Print publication:
    13 February 2014, pp ix-xii

  • Summary

    While keeping the same target and the same design principles as the first edition, the second edition results from a complete review (more precise definition of the parity of the spinors, further clariication of the concepts of helicity versus chirality, description of the GIM mechanism extended to loop order, gauge dependence of the colour charge, etc.) and is completely updated to take into account the progress of the ield in the past six years (on the mass differences and lifetimes of the neutral mesons, limit on proton decay lifetime, quark masses values, in particular, for the light ones, CP violation in charged mesons, etc.).

    A very important element of the Standard Model, the origin of all the masses, had not been experimentally proven at the time of the irst edition, and as such it had not been included. The spontaneous symmetry breaking mechanism of Englert & Brout, Higgs and Gularnik, Hagen … Kibble is now discussed at the introductory level of the textbook. The CERN LHC collider, the ATLAS and CMS experiments and their discovery of the Higgs boson are now discussed, as well as the available measurements of its characteristics. I also include the precision tests of the Standard Model and the Higgs search at the Fermilab.

    In the above mechanism, massless Goldstone bosons do not appear, but rather are absorbed in the non-physical degrees of freedom of the gauge fields.

Page 1575 of 1927