Chapter 21 Revisiting the Latin American HRM model
Article Category:
Handbook Chapter
Publication Date:
27 Apr 2018
Page Range:
393–407
Collections:
Business 2018
DOI:
https://doi.org/10.4337/9781784711139.00029
Restricted access

This chapter identifies the key (silent) stakeholders involved in employment relationships, determining how human resource management (HRM) systems have been configured. The authors develop arguments supporting the three pillars on which this stakeholder HRM model is built. They also present a systematic analysis of ten Latin American multinational corporations’ annual and sustainability reports to identify how organisations promote employee involvement with the local community, and the HRM practices that link employees with their proximal community to foster social inclusion.

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Cover Handbook of Research on Comparative Human Resource Management
Handbook of Research on Comparative Human Resource Management
Handbook
Publication Date:
27 Apr 2018
Print ISBN:
9781784711122
eISBN:
9781784711139
DOI:
https://doi.org/10.4337/9781784711139
Page Count:
c 680
Collections:
Business 2018
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Front Matter
Chapter 1: The meaning and value of comparative human resource management: an introduction
PART I: THEORETICAL, CONCEPTUAL, AND EMPIRICAL ISSUES IN COMPARATIVE HRM
PART II: HRM TASKS AND THEMES
Chapter 7: Recruitment and selection in context
Chapter 8: Comparative total rewards policies and practices
Chapter 9: Comparing performance management across contexts
Chapter 10: Human resource development: national embeddedness
Chapter 11: Comparative employment relations: definitional, disciplinary, and development issues
Chapter 12: The psychological contract within the international and comparative HRM literature
Chapter 13: Positive and negative application of flexible working time arrangements: comparing the United States of America and the EU countries
Chapter 14: Comparative career studies: conceptual issues and empirical results
Chapter 15: Financial participation: the nature and causes of national variation
Chapter 16: Comparative perspectives on diversity and equality: the challenges of gender, sexual orientation, race, ethnicity, and religion
Chapter 17: Organising HRM in a comparative perspective
Chapter 18: The intersection between information technology and human resource management from a crossnational perspective: towards a research model
Chapter 19: Sustainable HRM: a comparative and international perspective
PART III: REGIONAL PERSPECTIVES
Chapter 20: HRM practice and scholarship in North America
Chapter 22: HRM in Mexico, Central America, and the Caribbean
Chapter 23: Comparative HRM research in South America: a call for comparative institutional approaches
Chapter 24: HRM in Western Europe: differences without, differences within
Chapter 25: HRM in the transition states of Central and Eastern Europe and the former Soviet Union
Chapter 26: HRM in the Middle East
Chapter 27: HRM in Northern Africa
Chapter 28: HRM in sub-Saharan Africa: comparative perspectives
Chapter 29: HRM in the Indian subcontinent
Chapter 30: HRM and Asian socialist economies in transition: China, Vietnam, and North Korea
Chapter 31: Japan, South Korea, and Taiwan: issues and trends in HRM
Chapter 32: Comparative HRM research in Indonesia, Malaysia, and the Philippines
Chapter 33: Styles of HRM in Australia and New Zealand
PART IV: CONCLUSIONS
Index