Hrm in the international organizations

Chris Brewster; Paul Boselie; Claudia Purpura

doi:10.1007/978-3-319-57583-4_4

Hrm in the international organizations

Chris Brewster, Paul Boselie, Claudia Purpura

UU LEG Research USG Public Matters

Research output: Chapter in Book/Report/Conference proceeding › Chapter › Academic › peer-review

Abstract

This chapter focuses on Human Resource Management (HRM) in Inter-Organizational Organizations (IGOs). The unique context of IGOs has created typical corporate governance structures that affect the shaping of employment relationships in terms of staffing, training, compensation, benefits, development, and performance. There are many different forms of IGOs with each having a distinctive historical background, organizational culture and structure with systems. Bureaucracy and new public management heavily affect HRM in IGOs. Competition among organizations exists but on a different level than most private companies. IGOs, for example, compete for specific talent groups and for specific missions and possible financial resources to support the missions (e.g., fighting poverty). Less governmental financial support will put more pressure on IGOs, the employees who work in these organizations and therefore the people management: HRM. © The Editor(s) and The Author(s) 2018.

Original language	English
Title of host publication	HRM in Mission Driven Organizations
Subtitle of host publication	Managing People in the Not for Profit Sector
Publisher	Palgrave Macmillan
Pages	79-114
Number of pages	36
ISBN (Print)	9783319575834
DOIs	https://doi.org/10.1007/978-3-319-57583-4_4
Publication status	Published - 1 Jan 2017

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Hrm in the international organizations

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