International Human Resource Management is a rare instance of a textbook that has developed alongside the field – helping to shape what it is today. The author team (based in Australia, the US and Europe) link International Human Resource Management (IHRM) practices with developments in academic curriculum, making this a key resource for intermediate and graduate IHRM students, as well as any business students wishing to further their understanding of IHRM.
This new edition is updated to reflect the rise of the individual, the enabling technology and digitalization, the interconnected global economy, new market and global responsibilities, and a rise in entrepreneurship.
ABOUT THE AUTHORS
Peter Dowling is Professor of International Management & Strategy at La Trobe University, Melbourne, Australia
Marion Festing is Professor of Human Resource Management and Intercultural Leadership at ESCP Europe and Rector of the Berlin Campus of this business school, Germany
Allen Engle is Professor of Management in the College of Business and Technology at Eastern Kentucky University, USA
PRAISE FOR THE NEW EDITION
“What a delight to read the 7th edition of International Human Resource Management by Dowling, Festing and Engle! These three focus on IHRM in the MNE primarily but also now include smaller and family owned firms. This book delves into cultural differences and articulates how and when these differences are relevant. Throughout the book are highly readable “Action Cases”, current research and practical insights, particularly on implications for IHRM of modes of international operations, cross border alliances, mergers and acquisitions and international joint ventures. I highly recommend this for scholars, students and HR practitioners who have international interests.”
Professor Mary Ann Von Glinow, Florida International University, USA: Former Academy of International Business President; Former Academy of Management President and Knight Ridder Eminent Scholar Chair in International Management , Florida International University.
“As the ecosystem of work becomes increasingly global, boundaryless and interconnected, more organizations are multinational, and must engage a workforce that spans nations, cultures and regions. In the 7th edition of International Human Resource Management, Dowling, Festing and Engle offer an evidence-based and practical framework to guide current and future organizational leaders. With 25 years of history, the book is solidly grounded in research, history and practical experience.”
Dr. John W. Boudreau, Professor and Research Director, University of Southern California Professor John Boudreau, Southern California University, USA.
“The 7th edition of International Human Resource Management represents a valuable update of our knowledge of the field in all its global dimensions. The co-authors clearly ‘know their stuff’ in the IJHRM arena. This work will continue to enlighten academics, students and practitioners across the world for many years to come. The text is now deepened and extended, thereby bringing us new insights and understandings.”
Professor Malcolm Warner, Wolfson College and Cambridge Judge Business School, University of Cambridge, UK.
“This outstanding book continues to set the standard in the field of international human resource management. Its international author team does a superb job of combining what we know from theory and research with current examples and cases to provide the perfect opportunity for students to engage with key decisions and challenges and apply what they have learned. In addition to revisions and updates throughout, the 7th edition adds a focus on global talent management, internationalizing the small and medium sized firm and a new, extensive case on career issues and managerial succession in the MNE.”
Professor Barry Gerhart, Bruce R. Ellig Distinguished Chair in Pay & Organizational Effectiveness, Department of Management and Human Resources, Wisconsin School of Business, University of Wisconsin-Madison, USA.
PREFACE
In writing the Preface for the 7th Edition of International Human Resource Management two important published documents illustrate the context for HRM in International Business in the first quarter of the 21st Century. One is the Internet document Decent Work and the 2030 Agenda for Sustainable Development published by the International Labour Organization (ILO) which states that “over 600 million new jobs need to be created by 2030, just to keep pace with the growth of the working-age population. That is around 40 million per year. We also need to improve conditions for the 780 million women and men who are working but not earning enough to lift themselves and their families out of US$2-a-day poverty”. In addition, we observe the demographic challenges of low birth rates in many industrialized countries and a lack of qualified talent.
A second document is the Special Report on Companies published by The Economist (17 Sept. 2016) titled The rise of the superstars. This report notes that “a small group of giant companies (some old, some new) are once again dominating the global economy” and asks the question “Is that a good or a bad thing?”. There is also a chart which lists the world’s ten largest listed companies by market capitalization in billions of US dollars in 2006 and 2016. The 2016 companies are Apple, Alphabet, Microsoft, Berkshire Hathaway, Exxon Mobil, Amazon, Facebook, Johnson & Johnson, General Electric and China Mobile. Of this list only Microsoft, Exxon Mobil and General Electric were on the 2006 list, indicating the extent of change in what The Economist describes as “a virtually new world” (page 5).
We also acknowledge the so-called megatrends highlighted by many authors, mainly from consulting firms. An important issue they address is the complex and ongoing effect of demographic shifts on global business practices. In part, many countries are characterized by higher life expectancies and lower birth rates. This is not only a challenge for the social welfare systems 1 but also for companies and their human resource management.
According to this and other studies other challenges include the rise of the individual, the enabling technology and digitalization, the interconnected global economy, new market and global responsibilities as well as a rise in entrepreneurship2. In preparing the 7th Edition the authors have attempted to pay considerable care and attention to this new world of international business.
The world of global business is very different than it was in 1990 when the first edition of this text was introduced. Our task remains to capture key human issues, those complexities, challenges, and choices faced by individuals and organizations engaged in global business and exchange. This world remains as compelling and critical as it was some 27 years ago.
The more significant changes to the Seventh Edition include the following:
Several of the IHRM in Action cases embedded throughout the chapters have been significantly updated. These changes will help students grasp the principles and models in the chapter and better apply these ideas to a range of settings or contexts.
A new case, written particularly for this edition, has been added in the area of career development and repatriation. The nine in-depth cases at the end of the text have been written by the co-authors or solicited from global experts to provide a range of in-depth applications for all of the major functional areas of IHRM. Extensive teaching notes are provided for adopters of the text. Long time users of the text will find a more systematic and extensive set of cases, but hopefully our loyal adopters will still find some of their
favorite cases remain as well. Our feedback on these end-of-text cases was outstandingly positive in the 6th edition and we feel this new edition builds on that strength.
As in previous editions, the challenge of this Seventh Edition has been to organize the complexities particular to HRM activities in MNEs in such a way that provides teachers (of both undergraduate and graduate students) real choice as to how they will present the material. We have tried to find a balance that is meaningful and appropriate to the varying cultures represented by potential adopters and readers, and across educational traditions, institutions, and forms, while accurately capturing the compelling realities facing HRM professionals in MNEs. As always, we welcome your comments and suggestions for improvement in this task.
The author team remains an excellent example of collaborative work (across a significant number of time zones) in the 21st century with tri-continental representation from the Asia Pacific, Europe, and North America.
2. see also www.rolandberger.com/gallery/ trend-compendium/tc2030/content/assets/ trendcompendium2030.pdf; www.ey.com/Publication/ vwLUAssets/ey-megatrends-report-2015/$FILE/eymegatrends-report-2015.pdf
ACKNOWLEDGMENTS
First we would like to thank the scores of academics and practitioners who have come up to us at conferences and workshops, as well as communicated by emails sent over the last four years, sharing with us their comments and suggestions. Many of the improvements to this new edition of the book outlined above are the direct result of these conversations. The tricky task of balancing the need for continuity and meeting expectations for an enduring and highly successful title with the need to update and revise materials in what is still a very young and dynamic academic area of study is made easier by the support of our peers and colleagues around the world. We thank you for your patience, ongoing interest in and commitment to our book.
As with previous editions, we have received a great deal of assistance from numerous colleagues in various educational institutions and organizations across the globe. Particular thanks go to the following colleagues for their assistance with this edition of the book:
ruth Alas; Estonian Business School
John Boudreau; University of Southern California
helen De Cieri; monash University
Barry Gerhart; University of Wisconsin-madison
Wolfgang mayrhofer; Vienna University of Economics and Business
mark mendenhall; University of Tennessee-Chattanooga
molly Pepper; Gonzaga University
József Poór; Szent István University Gödöllö, hungary
Susanne royer; University of Flensburg
hugh Scullion; National University of Ireland, Galway
Günter Stahl; Vienna University of Economics and Business
Shuming Zhao; Nanjing University
Cherrie Zhu; monash University
Particular thanks go to Maike Andresen, Claudia Fischer, Manfred Froehlecke, Martine Cardel Gertsen, Yvonne McNulty, Ihar Sahakiants, and Mette Zølner for their case contributions.
We also gratefully acknowledge the support of the following institutions:
La troBe UnIVersItY
Peter Dowling thanks Tim Majoribanks, Associate Head of the School of Business and his HRM and International Business colleagues for providing a supportive academic environment.
esCP eUroPe, BerLIn CaMPUs
Marion Festing thanks the Dean of ESCP Europe, Professor Frank Bournois and her colleagues for providing a supportive environment for writing and research. Special thanks go to the team of the Chair of Human Resource Management and Intercultural Leadership for outstanding support.
eastern KentUCKY UnIVersItY
Allen Engle thanks the EKU Foundation Board, Harold Glenn Campbell as well as Lana Carnes, Chair of the Department of Management, Marketing and International Business in the College of Business and Technology for their ongoing financial support of research and travel. He would also like to acknowledge the longstanding technical and creative help of Ron Yoder and Florencia Tosiani.
The assistance from staff at Cengage Learning UK has been greatly appreciated. In particular, we thank our Publisher, Annabel Ainscow, for her ongoing assistance and advice with this edition and Jenny Grene for all of her work on the production of the book.
The Publisher would like to thank the following academics who supplied feedback on this and the previous edition:
mark Williams; University of Surrey
rachel Williams; Cardiff University
Elaine Farndale; Penn State University
rosmini Omar; University Teknologi malaysia
Nancy Long; San Jose State University
Peter mclean; University of Wollongong NSW
Jay Leighton; Curtin University of Technology
Anne-marie Francesco; hong Kong Baptist University
Alan Burton-Jones; Bond University
Finally, our personal thanks to the following individuals for their understanding, support, and encouragement throughout the process of completing this Seventh Edition:
Fiona Dowling
Christian Daubenspeck, Janik and Annika
Elizabeth hoffman Engle, Kathryn, Caroline and Allen Engle
Peter J. Dowling, Melbourne
Marion Festing, Berlin
Allen D. Engle, Sr., Richmond, Kentucky
ABOUT THE AUTHORS
P eter J. do WLI n G (PhD, Flinders University) is Professor of International Management and Strategy at La Trobe University, Melbourne, Australia. Previous academic appointments include the University of Melbourne, Monash University, the University of Tasmania and Victoria University of Wellington. He has also held visiting appointments in the USA at Cornell University and Michigan State University and in Germany at the University of Paderborn and the University of Bayreuth. He has co- authored a number of books including Strategic Management: Competitiveness and Globalization (Pacific Rim, 3rd ed.) and Human Resource Management in Australia (2nd ed.) and written or co-authored over 70 journal articles and book chapters. He was Founding Editor of Asia Pacific Journal of Human Resources (1987–1996); one of three Editors-in-Chief of the International Journal of Human Resource Management (2012–2015); and serves on the editorial boards of Asia Pacific Journal of Human Resources; International Studies of Management & Organization; Management International Review; Thunderbird International; and ZfP-German Journal of Human Resource Research. Peter is currently President of the Australia and New Zealand International Business Academy, a Life Fellow of the Australian Human Resources Institute and a Life Fellow of the Australian and New Zealand Academy of Management. Former roles include past President of the Australian and New Zealand Academy of Management and past President of the International Federation of Scholarly Associations of Management.
MarIon festInG (PhD, University of Paderborn) is Professor of Human Resource Management and Intercultural Leadership at ESCP Europe, and Rector of the Berlin Campus as well as the former European Dean of Research of this business school. Previous appointments include the University of Paderborn, Germany. Marion has gained educational, research and work experience in France, Australia, Tunisia, Taiwan and the USA. She has co-authored and edited a number of books, including a monograph on Strategic International Human Resource Management (Strategisches Internationales Personalmanagement, 2nd ed.) and a co-authored text on International Human Resource Management (Internationales Personalmanagement, 3rd ed.). Marion has also written or co-authored over 100 book chapters and journal articles and published in international journals such as Academy of Management Perspectives, Human Resource Management, Human Resource Management Review, International Journal of Human Resource Management, Journal of World Business, Thunderbird International Business Review , Economic and Industrial Demography, European Management Journal, European Journal of International Management,
Journal for East European Management Studies and International Journal of Globalization and Small Business. Recently, together with her colleagues she was awarded a best paper award at the Academy of Management Conference in Vancouver (2015) for her work on the impact of international business education on career success.
Marion is the Co-Editor of the German Journal of Human Resource Management and serves on various editorial boards. She is also the German ambassador of the HR-Division of the Academy of Management and is involved in many academic organizations. In 2012 she was the co-track chair (HRM) of the IFSAM conference in Limerick/Ireland in 2012. In 2013 she organized the 11th EIASM Workshop on International Strategy and Cross-Cultural Management at the Berlin Campus of ESCP Europe. In 2014 she organized the 3rd EIASM workshop on Talent Management, also at the Berlin Campus of ESCP Europe in the context of her responsibilities as the Academic Director of the ESCP Europe Talent Management Institute. Her current research interests focus on transnational HRM strategies, global performance management, global careers, global talent management and global rewards and diversity and inclusion.
a LL en d . en GL e , sr . (DBA, University of Kentucky) is a Professor of Management in the College of Business and Technology and Foundation Professor at Eastern Kentucky University, where he holds the Harold Glenn Campbell Endowed Chair in International Business. He is a national and regional professional member of World at Work (formerly the American Compensation Association) and of the Society for Human Resource Management, and a long-time member of the US Academy of Management and the Academy of International Business. While at Eastern, he has taught courses in management (undergraduate and graduate), a number of areas within human resource administration, organizational behavior, organizational theory and international management (undergraduate and graduate). For nine years he held an appointment as Visiting Professor at ESCP Europe in Berlin. He has been Visiting Lecturer at the FHS Hochschule Für Technik, Wirtschaft und Soziale Arbeit, St Gallen in Switzerland and Visiting Professor of International Management at the University of Pécs in Hungary. Allen is a founding member of the Central and Eastern European International Research Team (CEEIRT). His research interests are in the topic areas of compensation theory and practices, global performance management, leadership and organizational change, job analysis, managerial competencies and organizational design, particularly as they impact on multinational firms. He has published in regional, national and international academic journals, presenting academic papers on many of the topic areas presented above at conferences in the USA, Australia, Canada, the Czech Republic, Estonia, France, Germany, Hungary, Ireland, Italy, Japan, Poland, Slovenia, Spain and the UK. Allen has consulted for regional firms and presented professional seminars in the areas of performance-appraisal systems, executive team building, strategically responsive compensation systems, intercultural management issues and organizational change.
Digital Support Resources
All of our Higher Education textbooks are accompanied by a range of digital support resources. Each title’s resources are carefully tailored to the specific needs of the particular book’s readers. Examples of the kind of resources provided include:
•A password protected area for instructors with, for example, a testbank, PowerPoint slides and an instructor’s manual.
• An open-access area for students including, for example, useful weblinks and glossary terms.
Lecturers: to discover the dedicated lecturer digital support resources accompanying this textbook please register here for access: login.cengage.com.
Students: to discover the dedicated student digital support resources accompanying this textbook, please search for International Human Resource Management on: cengagebrain.co.uk
CHAPTER 1 INTRODUCTION
Chapter Objectives
In this introductory chapter, we establish the scope of the book. We:
● define key terms in international human resource management (IHRM) and consider several definitions of IHRM
● introduce the historically significant issue of expatriate assignment management and review the evolution of these assignments to reflect the increasing diversity with regard to what constitutes international work and the type and length of international assignments
● outline the differences between domestic and international human resource management (HRM) and detail a model that summarizes the variables that moderate these differences, and
● present the complexity of IHRM; the increasing potential for challenges to existing IHRM practices and current models; and the increasing awareness of a wide number of choices within IHRM practices due to increased transparency and faster and more detailed diffusion of these practices across organizational units and firms.
SCOPE OF THE BOOK
The field of IHRM has been characterized by three broad approaches.1 The first approach2 emphasizes cross-cultural management: examining human behavior within organizations from an international perspective. A second approach developed from the comparative industrial relations and HRM literature3 and seeks to describe, compare, and analyze HRM systems in various countries. A third approach seeks to focus on aspects of HRM in multinational firms.4 These approaches are depicted in Figure 1.1. In this book, we take the third approach. Our objective is to explore the implications that the process of internationalization has for the activities and policies of HRM. In particular, we are interested in how HRM is practiced in multinational enterprises.
As Figure 1.1 demonstrates, there is an inevitable overlap between the three approaches when one is attempting to provide an accurate view of the global realities of operating in the international business environment. Obviously, cross-cultural management issues are important when dealing with the cultural aspects of foreign operations. Some of these aspects will be taken up in Chapter 2, where we deal with the cultural context of HRM in the host country context – indicated by (a) in Figure 1.1. Chapter 9 deals with international industrial relations and the global institutional context and draws on literature from the comparative industrial relations field – (b) in the above figure. While the focus of much of this book is on the established MNE – a firm which owns or controls business activities in more than one foreign country –we recognize that small, internationalizing firms which are yet to reach multinational firm status, and family-owned firms, also face IHRM issues and many of these issues are addressed in Chapter 4.
DEFINING IHRM
Before we can offer a definition of IHRM, we should first define the general field of HRM. Typically, HRM refers to those activities undertaken by an organization to effectively utilize its human resources (HR). These activities would include at least the following:
● HR planning
● staffing (recruitment, selection, placement)
● performance management
● training and development
● compensation (remuneration) and benefits
● industrial relations.
IHRM in the multinational context
Cross-cultural management
Comparative HR and IR systems ab
FIGURE 1.1 Interrelationships between approaches to the field
The question is, of course, which activities change when HRM goes international? An excellent early model developed by Morgan5 is very helpful in terms of answering this question. Morgan presents IHRM in three dimensions:
1 The broad HR activities of procurement, allocation, and utilization. (These three broad activities can be easily expanded into the six HR activities listed above.)
2 The national or country categories involved in IHRM activities:
● the host-country where a subsidiary may be located
● the parent-country where the firm is headquartered, and
● ‘other’ countries that may be the source of labor, finance, and other inputs.
3 The three categories of employees of an international firm:
● host-country nationals (HCNs)
● parent-country nationals (PCNs), and
● third-country nationals (TCNs).
Thus, for example, the US multinational IBM employs British citizens in its British operations (HCNs), often sends US citizens (PCNs) to Asia-Pacific countries on assignment, and may send some of its Singaporean employees on an assignment to its Chinese operations (as TCNs). The nationality of the employee is a major factor in determining the person’s ‘category’, which in turn is frequently a major driver of the employee’s compensation and employment contract. Morgan defines IHRM as the interplay among the three dimensions of human resource activities, countries of operation, and type of employees. We can see that in broad terms IHRM involves the same activities as domestic HRM (e.g. procurement refers to HR planning and staffing). However, domestic HRM is involved with employees within only one national boundary. Increasingly, domestic HRM is taking on some of the flavor of IHRM as it deals more and more with a multicultural workforce. Thus, some of the current focus of domestic HRM on issues of managing workforce diversity may prove to be beneficial to the practice of IHRM. However, it must be remembered that the way in which diversity is managed within a single national, legal, and cultural context may not necessarily transfer to a multinational context without some modification.
What is an expatriate?
One obvious difference between domestic and IHRM is that staff are moved across national boundaries into various roles within the international firm’s foreign operations – these employees have traditionally been called ‘expatriates’. An expatriate is an employee who is working and temporarily residing in a foreign country. Many firms prefer to call such employees ‘international assignees’. While it is clear in the literature that PCNs are always expatriates, it is often overlooked that TCNs are also expatriates, as are HCNs who are transferred into parent-country operations outside their own home country.6 Figure 1.2 illustrates how all three categories may become expatriates.
The term ‘inpatriate’ has come into vogue to signify the transfer of subsidiary staff into the parent-country (headquarters) operations. 7 For many managers this term has added a level of confusion surrounding the definition of an expatriate. The (US) Society for Human Resource Management defines an inpatriate as a ‘foreign manager in the US’. Thus, an inpatriate is also defined as an expatriate. A further indication of the confusion created by the use of the term ‘inpatriate’ is that some writers in international management define all HCN employees as
inpatriates. HCNs only become inpatriates when they are transferred into the parent-country operations as expatriates, as illustrated in Figure 1.2.
Given the substantial amount of jargon in IHRM, it is questionable as to whether the term ‘inpatriate’ adds enough value to justify its use. However, some firms now use the term ‘inpatriate’ for all staff transferred into a country. For clarity, we will use the term ‘expatriate’ throughout this text to refer to employees who are transferred out of their home base/parent country into some other area of the firm’s international operations. In doing so, we recognize that there is increasing diversity with regard to what constitutes international work, the type and length of international assignments, and the increasingly strategic role of the HR function in many organizations, which in turn influences the nature of some expatriate roles.
Parent-country HQ/operations
Subsidiary operations –country A
Subsidiary operations –country B
Stahl, Björkman, and Morris have recognized this expansion in the scope of the field of IHRM in their Handbook of Research in International Human Resource Management, where they define the field of IHRM as follows:
We define the field of IHRM broadly to cover all issues related to managing the global workforce and its contribution to firm outcomes. Hence, our definition of IHRM covers a wide range of HR issues facing MNEs in different parts of their organizations. Additionally we include comparative analyses of HRM in different countries.8
We believe that this broad definition accurately captures the expanding scope of the IHRM field and we will use this definition in this book.
DIFFERENCES BETWEEN DOMESTIC AND INTERNATIONAL HRM
In our view, the complexity of operating in different countries and employing different national categories of workers is a key variable that differentiates domestic and international HRM, rather than any major differences between the HRM activities performed. Dowling9 argues that the complexity of international HR can be attributed to six factors:
1 more HR activities
2 the need for a broader perspective
FIGURE 1.2 International assignments create expatriates
3 more involvement in employees’ personal lives
4 changes in emphasis as the workforce mix of expatriates and locals varies
5 risk exposure
6 broader external influences.
Each of these factors is now discussed in detail to illustrate its characteristics.
More HR activities
To operate in an international environment, a HR department must engage in a number of activities that would not be necessary in a domestic environment. Examples of required international activities are:
● international taxation
● international relocation and orientation
● administrative services for expatriates
● host-government relations
● language translation services.
Expatriates are subject to international taxation, and often have both domestic (i.e. their home-country) and host-country tax liabilities. Therefore, tax equalization policies must be designed to ensure that there is no tax incentive or disincentive associated with any particular international assignment.10 The administration of tax equalization policies is complicated by the wide variations in tax laws across host countries and by the possible time lag between the completion of an expatriate assignment and the settlement of domestic and international tax liabilities. In recognition of these difficulties, many MNEs retain the services of a major accounting firm for international taxation advice.
International relocation and orientation involves the following activities:
● arranging for pre-departure training
● providing immigration and travel details
● providing housing, shopping, medical care, recreation, and schooling information
● finalizing compensation details such as delivery of salary overseas, determination of various overseas allowances and taxation treatment.
The issues involved when expatriates return to their home-country (‘repatriation’) are covered in detail in Chapter 7. Many of these factors may be a source of anxiety for the expatriate and require considerable time and attention to successfully resolve potential problems – certainly much more time than would be involved in a domestic transfer/relocation such as London to Manchester, Frankfurt to Munich, New York to Dallas, Sydney to Melbourne, or Beijing to Shanghai.
An MNE also needs to provide administrative services for expatriates in the host countries in which it operates.11 Providing these services can often be a time-consuming and complex activity because policies and procedures are not always clear-cut and may conflict with local conditions. Ethical questions can arise when a practice that is legal and accepted in the host country may be at best unethical and at worst illegal in the home country. For example, a situation may arise in which a host country requires an AIDS test for a work permit for an employee whose parent firm is headquartered in the USA, where employment-related AIDS testing remains a controversial issue. How does the corporate HR manager deal with the potential expatriate employee who refuses to meet this requirement for an AIDS test, and the overseas affiliate
which needs the services of a specialist expatriate from headquarters? These issues add to the complexity of providing administrative services to expatriates.
Host-government relations represent an important activity for the HR department in a MNE, particularly in developing countries where work permits and other important certificates are often more easily obtained when a personal relationship exists between the relevant government officials and multinational managers. Maintaining such relationships helps resolve potential problems that can be caused by ambiguous eligibility and/or compliance criteria for documentation such as work permits. US-based multinationals, however, must be careful in how they deal with relevant government officials, as payment or payment-inkind, such as dinners and gifts, may violate the US Foreign Corrupt Practices Act (FCPA). 12 Provision of language translation services for internal and external correspondence is an additional international activity for the HR department. Morgan 13 notes that if the HR department is the major user of language translation services, the role of this translation group is often expanded to provide translation services to all foreign operation departments within the MNE.
The need for a broader perspective
HR managers working in a domestic environment generally administer programs for a single national group of employees who are covered by a uniform compensation policy and taxed by one national government. Because HR managers working in an international environment face the problem of designing and administering programs for more than one national group of employees (e.g. PCN, HCN, and TCN employees who may work together in Zurich at the European regional headquarters of a US-based multinational), they need to take a broader view of issues. For example, a broader, more international perspective on expatriate benefits would endorse the view that all expatriate employees, regardless of nationality, should receive a foreign service or expatriate premium when working in a foreign location. Yet some MNEs that routinely pay such premiums to their PCN employees on overseas assignment (even if the assignments are to desirable locations) are reluctant to pay premiums to foreign nationals assigned to the home country of the firm. Such a policy confirms the traditional perception of many HCN and TCN employees that PCN employees (particularly US and European PCNs) are given preferential treatment. 14 Complex equity issues arise when employees of various nationalities work together and the resolution of these issues remains one of the major challenges in the IHRM field. (Equity issues with regard to compensation are discussed in Chapter 8.)
More involvement in employees’ personal lives
A greater degree of involvement in employees’ personal lives is necessary for the selection, training, and effective management of both PCN and TCN employees. The HR department or HR professional needs to ensure that the expatriate employee understands housing arrangements, health care, and all aspects of the compensation package provided for the assignment (cost-of-living allowances, premiums, taxes, and so on). Many MNEs have an ‘International HR Services’ section that co-ordinates administration of the above programs and provides services for PCNs and TCNs, such as providing advice and information on matters relating to banking, investments, home rental while on assignment, co-ordinating home visits and final repatriation.
In the domestic setting, the HR department’s involvement with an employee’s family is relatively limited and may not extend beyond providing employee benefits such as health insurance coverage for eligible family members and some assistance in relocating the employee and family members. In the international setting, however, the HR department must be much more
Another random document with no related content on Scribd:
Käsitöillä on Islannissa tähän saakka ollut verraten vähän sijaa. Ainoastaan pari prosenttia saaren väestöstä on käsityöläisiä. Mutta ammatit ovat elpymään päin. Kotiteollisuus sitä vastoin on entisestään surkuteltavassa määrin rappeutunut. Viime vuosisadan alkupuolella islantilaiset melkein yksinomaan käyttivät kotikutoisia kankaita, nykyisin sitä vastoin melkein kaikki villa viedään sinään maasta pois ja käydään ostokankaissa. Viime aikoina on kuitenkin perustettu pienempiä vesivoimalla käyviä villankehruutehtaita, joissa rahvas halvalla hinnalla saa villansa langoiksi kehrätyksi. Altingin avulla lienee jo saatu aikaan kutomokin, jota tämän vuosisadan alussa ruvettiin puuhaamaan. Yleensä on halu teollisuuden kehittämiseen Islannissa virkistymään päin. Vesivoimia sitä varten olisikin tavattoman runsaasti. Ranskalaiset insinöörit ovat arvostelleet Islannin vesivoiman 1,000 miljonaksi hevosvoimaksi. Englantilaiset liikemiehet ovat ostaneet koskia kalsiumkarbiditehtaita varten.
Vuoriteollisuuden tuotteista on arvokkain kirkas kalkkisälpä, joka omituisten valontaitto-ominaisuuksiensa vuoksi on erinomaisen haluttua optillisiin koneisiin. Mutta tämä arvokas tuote, jota saadaan kiteytyneenä laavakenttäin onkaloista, on vähenemään päin. Ennen vanhaan Islannista vietiin ulkomaille paljon rikkiä, mutta rikkiteollisuus on nykyisin seisauksissa. Viime aikoina on löydetty kultaa. Islannin koko kauppavaihto on nykyisin noin 25 miljonaa markkaa.
Kulkuneuvoja on koetettu monella tavalla parantaa. Niitten hyväksi on sen jälkeen, kun maa sai itsehallinnon, työskennelty enemmän kuin ennen tuhannen vuoden kuluessa. On rakennettu melkoiset matkat rattailla ajettavia maanteitä, varsinkin etelämaahan, vaikka kansa ei olekaan vielä oppinut teitä käyttämään. Jokien poikki on rakennettu siltoja, osaksi puusta, osaksi raudasta. Teitten rakennusta
johtaa valtion palkkaama insinööri, jolla on apunaan joukko rakennusmestareita. Mutta suurimmassa osassa saarta ovat polut kuitenkin edelleenkin ainoat liikeväylät, ja kauan kuluu, ennenkun Islannissa on kauttaaltaan kunnolliset ajettavat tiet. Rautatietä ei ole alkuakaan. Kulkuneuvojen puutteellisuus on syynä siihen, että kaikki tarpeet, varsinkin rakennusaineet, mitä satamista tuodaan, kyläkunnissa kohoavat osaksi kahdenkertaiseen hintaan, ja toiselta puolen se, että maalaiset tuotteistaan saavat suhteellisesti hyvin huonot hinnat. Rannikolla ovat liikkeet paremmat, sillä höyrylaivat kulkevat pitkin rannikkoa poiketen kaikkiin tärkeämpiin paikkoihin.
Kautta maan on järjestetty postiliike. Ulkomaiden posti saadaan säännöllisesti joka toinen viikko ja kesällä joka viikko. Mutta talvella on postilaitoksen hyvin vaikea ylläpitää yhteyttä toimistojensa ja pysäkkiensä kanssa myrskyjen ja tuiskujen vuoksi. Usein silloin tulvillaan olevat joet vievät postinkuljettajalta laukun, kun hän hevosineen joen poikki yrittää. Telefoneja ei ole kuin joku.
Sähkölennätysyhteyteen mannermaan kanssa Islanti vihdoin on päässyt. Sähkölennätysyhteydestä on paljon hyötyä varsinkin ulkomaalaisille aluksille, jotka kalastavat Islannin vesillä. Islannista saadaan myös erittäin arvokkaita ilmatieteellisiä sähkösanomia.
Islanti on viime aikoina uhrannut pienistä varoistaan vuosittain noin 800,000 markkaa kulkuneuvojen parantamiseksi. Enin osa tästä summasta käytetään teitten ja siltojen rakentamiseen.
Suuri lievennys kansalle oli, kun vihdoin saatiin järjestetyksi saarelle lääkärinhoitokin, sillä ilman sitä oli kauan täytynyt toimeen tulla. Vaikka ilma onkin hyvin vapaata tauti-iduista, niin on saarella kuitenkin omituiset tautinsa, jotka osaksi aiheutuvat yksipuolisesta ja usein pilaantuneesta ravinnosta ja toiseksi ilmaston kosteudesta ja
koleudesta ja vaivalloisesta työstä myrskyissä ja pakkasissa. Maa on, pienuudestaan huolimatta, jaettu moneen kymmeneen lääkäripiiriin ja Reykjavikiin on perustettu oma lääkärikoulu. Sitä paitsi on eri paikoissa koko joukko yksityisiäkin lääkäreitä. Islannissa siis on aina paria tuhatta henkeä kohti piirilääkäri. Sairashuoneita sitä vastoin on vain 6. Mutta sitkeässä asuu vielä kansassa luottamus kaikenlaisiin puoskareihin. Seuraukset terveydenhoidon kehittämisestä ovat jo ilmeiset; terveydentila Islannissa on huomattavassa määrässä parantunut. Keskimääräinen ikä on viimeisen vuosisataneljänneksen kuluessa kohonnut kokonaista 10 vuotta. Varsinkin lasten kuolevaisuus on vähentynyt. Suurimpana syynä terveysolojen parantumiseen on kuitenkin varallisuuden yleinen lisääntyminen. Islannin pahimpia vitsauksia on eräs loistauti, johon likaiset astiat ovat syynä, ja pitalitauti, jota varten on rakennettu erikoinen sairashuone. Keuhkotauti, joka ennen oli melkein tuntematon, on viime aikoina lisääntynyt kamalassa määrässä.
Islannista ei puutu yleisiä hyväntekeväisyyslaitoksiakaan. Niitten tarkotus on auttaa semmoisia ihmisiä, jotka tavalla tai toisella ovat menettäneet osan ruumiin tai sielun toimikyvystä.
Ikävakuutus on ratkaistu omituisella tavalla. Jokaiseen kuntaan kautta saaren on perustettu rahasto heikkojen ja iäkkäitten kansalaisten auttamiseksi. Jokainen, jolla on varoja, on velvollinen vuosittain maksamaan jonkun pienen määrän näihin rahastoihin. Niistä sitten jaetaan apurahoja semmoisille vanhuksille taikka työkykynsä menettäneille, jotka eivät nauti vaivaisapua ja jotka ovat aikanaan rahastoja maksuillaan kartuttaneet.
Uusin kultuurisaavutus on oma yliopisto. Se on Reykjavikissä avattu ja alkanut toimensa. Mutta moni pudistaa päätään, että
lieneekö niin harvalukuisen väestön kesken sentään riittävää työalaa niin vaativalle oppilaitokselle.
Suurta sitkeyttä ja itsetietoisuutta osottaa sekin, että näin pieni kansa on voinut kautta aikain säilyttää omakielisen kirjallisuuden. Huolimatta siitä, että Islannin väkiluku oli vähentynyt muutamaan kymmeneen tuhanteen, huolimatta siitä, että saari joutui sukulaiskansan ja -kielen vallan alaiseksi, — Norjan kirjakielen sama vallanalaisuus muutti tanskalaiseksi, — säilytti Islanti omankielisen kirjallisuutensa ja on kirjakieltään kehittänyt siihen määrään, että se monessa suhteessa nykyisin on maanosamme kehittyneimpiä.
Ei kurjimpana rappioaikanaankaan Islanti kokonaan puuttunut kirjallisuutta, vaikka kieli melkoisessa määrin ottikin itseensä tanskalaisuutta ja vaikka vanhat runouden lajit aikain kuluessa melkoisessa määrin rappeutuivat. Mutta vasta yhdeksännellätoista vuosisadalla tapahtui saaren kirjallinen, samoin kuin valtiollinenkin uudesta syntyminen.
Islannin uuden kirjallisuuden voimme sanoa syntyneen uskonpuhdistuksen ajalla. Mutta kahtena sitä seuraavana vuosisatana se kuitenkin vielä oli sangen yksitoikkoinen ja puuttui alkuperäisyyttä. Runouden alalla viljeltiin varsinkin virsien tekoa. Satuja, ritarijuttuja kirjotettiin runomuotoon. Kahdeksannentoista vuosisadan loppupuoliskolla eli Jon Thorlaksson, pappi ammatiltaan, joka oli Islannin huomattavin kääntäjä. Hän käänsi äidinkielelleen paljon englantilaista, saksalaista ja tanskalaista runoutta, varsinkin Miltonin »Kadotetun paratiisin», joka käännös on taiteentuntijain arvostelun mukaan paras, mitä siitä on milläkään kielellä olemassa, jopa monessa suhteessa alkuteostakin etevämpi. Tämä on sitä huomattavampaa, kun Jon Thorlaksson'in täytyi suorittaa
käännöksensä tanskalaisesta käännöksestä. Koko elämänsä tämä pappismies taisteli mitä suurinta köyhyyttä ja puutetta vastaan. Hänen kirjallinen työnsä herätti niin suurta huomiota ulkomaillakin, että eräs englantilainen seura hänelle myönsi melkoisen runoilijaeläkkeen. Hän kuitenkin kuoli samana vuonna, kun sai ensi kerran vastaanottaa tämän avustuksen. Tapaus osottaa, kuinka suurella rakkaudella Englanninkin kirjallisissa piireissä vielä muisteltiin sitä maata ja kansaa, joka säilytti Pohjoismaitten suurenmoisen vanhan kansanrunouden.
Islannin kirjallinen uudistus tapahtui kuitenkin oikeastaan vasta yhdeksännellätoista vuosisadalla, jolloin kolme etevää islantilaista perusti »Fjöinir» nimisen aikakauslehden. Tämä kirjallinen uudestasyntyminen, joka kävi käsi kädessä valtiollisen vapausliikkeen kanssa, sai Europan mannermaalla tapahtuneen heinäkuun vallankumouksen kautta virikettä. Kielen puhdistamisessa ja jalostamisessa saivat islantilaiset tanskalaisen kielimiehen Rasmus Raskin etevää ja uutteraa apua. Lyyrillisinä runoilijoina olivat Bjarni Thorarenesen ja Jonas Hallgrimsson muita etevämmät. Edellisellä oli aatteen syvyys ja tunteen voima, jälkimäinen taas hallitsi muodon ja kehitti kielen runollista sanontaa. Edellistä on sanottu Islannin Götheksi, jälkimäistä sen Schilleriksi. Näitten jälkiä ovat sitten kulkeneet monet muut, ja niinpä Islannilla on arvokas uudenaikainen kaunokirjallisuus, joka kunnialla pitää puoliaan muitten pohjoismaitten kirjallisuuden rinnalla ja jatkaa saaren vanhoja traditsioneja. Nuorin polvi on saanut vaikutuksia varsinkin Georg Brandesin kautta Köpenhaminan yliopistossa, jossa saaren nuoriso on viimeiseen saakka käynyt opiskelemassa.
Kielen uudistamisessa ovat islantilaiset koettaneet mikäli mahdollista välttää muukalaisten sanojen lainaamista. He ovat muodostaneet sangen paljon uusia sanoja, jonka vuoksi islantilaisen kirjan lukeminen tuottaa vaikeuksia sillekin, joka on kansankieleen perehtynyt.
Muut taiteet sitävastoin ovat Islannissa heikolla pohjalla, jota ei olekaan ihmettelemistä, sillä ne aina tarvitsevat varakkaampaa ympäristöä ja suurempia oloja menestyäkseen. Vanhoina aikoina oli taidekäsityö saarella kuitenkin korkealla kannalla, taidekutominen, koruompelu, hienompi metalliteollisuus ja puunleikkaus. Vanhain islantilaisten kodeissa olivat pihtipielet, ovet, patsaat ja orret koristellut kaikenlaisilla kuvanveistoilla, etenkin jumalankuvilla, ja seinät verhottiin taidokkailla kuvakankailla, joihin usein oli kuvattu pitkiä juttuja ja sankaritapauksia. Koko joukon muistoja on säilynyt tämän muinaisen teollisuuden ajoilta. Taiteelliset käsityöt eivät kuitenkaan ole vieläkään aivan lopen hävinneet.
Mutta varsinaisia kuvaavia taiteilijoita Islannilla tuskin on muuta kuin nimeksi, lukuun ottamatta Thorvaldsenia, joka kokonaan eli Tanskassa. Paremmalla menestyksellä on sävellystä harjotettu, vaikkei Islanti olekaan synnyttänyt semmoista säveltäjää, jonka maine olisi levinnyt saaren ulkopuolelle. Näytelmätaide on vielä kokonaan seuranäytäntöjen pohjalla.
Islannin valtio koettaa varainsa mukaan edistää saaren taiteellista ja kirjallista elämää. Muun muassa se maksaa vuotuisia avustuksia viidelle runoilijalle, vaikkeivät nämä avustukset luonnollisestikaan ole suuria.
Islanti on synnyttänyt useita huomattavia tiedemiehiä ja tutkijoita, joista kuitenkin useat ovat suurimman osan elämäänsä vaikuttaneet joko Tanskassa taikka muitten ulkomaitten yliopistoissa, koska saaren omat varat eivät ole riittäneet varsinaisen tutkimuksen kustantamiseen. Kuuluin Islannin nykyään elävistä tiedemiehistä on Thorvaldur Thoroddsen, jonka teokset Islannin maantieteestä ja maantieteen historiasta, sen geologisesta rakenteesta ovat perustavaa laatua ja ovat tulleet useille sivistyskielille käännetyiksi.
Näin olemme tutustuneet tuohon syrjäiseen omituiseen maahan Atlanninmeren ja Jäämeren välillä. Olemme tutustuneet sen sankariaikaan ja vanhaan runouteen, jonka vuoksi sillä kaikkien germanisten kansain kesken on niin vakaantunut maine ja suuri mielenkiinto, olemme tutustuneet sen voimalliseen luontoon ja valtaviin luonnonilmiöihin, joitten puolesta se voittaa kaikki, mitä maanosassamme on nähtävää, ja olemme nähneet, kuinka tämän saaren pieni kansa vähitellen ulkonaisesta holhouksesta vapauduttuaan on alkanut kehittää elinkeinojaan ja aineellista ja henkistä viljelystään vakaalla aikomuksella edelleenkin pysyä kansana, lisääntyä ja vaurastua kaikilla kultuurin aloilla. Islannin esimerkki on kieltämättä rohkaiseva muillekin pienille kansoille, jotka epäedullisissa oloissa koettavat olemuksensa säilyttää. Arvokkaana apuna olemassa olon taistelussa ja edistysriennoissa Islannilla kieltämättä on se yleinen myötätunto, jota se varsinkin germanilaisten kansain kesken nauttii. Ne suosivat sitä muinaisuutensa säilyttäjänä ja tuntevat sitä kohtaan sankarimuistojen heimohellyyttä. Sen vuoksi Islannin pyrkimykset ja saavutukset herättävät suurempaakin huomiota kuin muutoin olisi asian laita.
* * * *
Tätä teosta varten on mukaillen käytetty seuraavia lähteitä:
C. Rosenberg: Traek af Livet paa Island i Fristaats-Tiden. Köpenhamina, 1871,
J. C. Poestion: Island, das Land und seine Bewohner. Wien, 1885.
Th. Thoroddsen: Vulkaner og Jordskjaelv paa Island. Köpenhamina, 1897.
Valtyr Gudmundsson: Islands Kultur ved Aarhundredskiftet 1900. Köpenhamina, 1902.
Paul Herrmann: Island in Vergangenheit und Gegenwart, Leipzig, 1907—1910.
*** END OF THE PROJECT GUTENBERG EBOOK ISLANTI
***
Updated editions will replace the previous one—the old editions will be renamed.
Creating the works from print editions not protected by U.S. copyright law means that no one owns a United States copyright in these works, so the Foundation (and you!) can copy and distribute it in the United States without permission and without paying copyright royalties. Special rules, set forth in the General Terms of Use part of this license, apply to copying and distributing Project Gutenberg™ electronic works to protect the PROJECT GUTENBERG™ concept and trademark. Project Gutenberg is a registered trademark, and may not be used if you charge for an eBook, except by following the terms of the trademark license, including paying royalties for use of the Project Gutenberg trademark. If you do not charge anything for copies of this eBook, complying with the trademark license is very easy. You may use this eBook for nearly any purpose such as creation of derivative works, reports, performances and research. Project Gutenberg eBooks may be modified and printed and given away—you may do practically ANYTHING in the United States with eBooks not protected by U.S. copyright law. Redistribution is subject to the trademark license, especially commercial redistribution.
START: FULL LICENSE
THE FULL PROJECT GUTENBERG LICENSE
PLEASE READ THIS BEFORE YOU DISTRIBUTE OR USE THIS WORK
To protect the Project Gutenberg™ mission of promoting the free distribution of electronic works, by using or distributing this work (or any other work associated in any way with the phrase “Project Gutenberg”), you agree to comply with all the terms of the Full Project Gutenberg™ License available with this file or online at www.gutenberg.org/license.
Section 1. General Terms of Use and Redistributing Project Gutenberg™ electronic works
1.A. By reading or using any part of this Project Gutenberg™ electronic work, you indicate that you have read, understand, agree to and accept all the terms of this license and intellectual property (trademark/copyright) agreement. If you do not agree to abide by all the terms of this agreement, you must cease using and return or destroy all copies of Project Gutenberg™ electronic works in your possession. If you paid a fee for obtaining a copy of or access to a Project Gutenberg™ electronic work and you do not agree to be bound by the terms of this agreement, you may obtain a refund from the person or entity to whom you paid the fee as set forth in paragraph 1.E.8.
1.B. “Project Gutenberg” is a registered trademark. It may only be used on or associated in any way with an electronic work by people who agree to be bound by the terms of this agreement. There are a few things that you can do with most Project Gutenberg™ electronic works even without complying with the full terms of this agreement. See paragraph 1.C below. There are a lot of things you can do with Project Gutenberg™ electronic works if you follow the terms of this agreement and help preserve free future access to Project Gutenberg™ electronic works. See paragraph 1.E below.
1.C. The Project Gutenberg Literary Archive Foundation (“the Foundation” or PGLAF), owns a compilation copyright in the collection of Project Gutenberg™ electronic works. Nearly all the individual works in the collection are in the public domain in the United States. If an individual work is unprotected by copyright law in the United States and you are located in the United States, we do not claim a right to prevent you from copying, distributing, performing, displaying or creating derivative works based on the work as long as all references to Project Gutenberg are removed. Of course, we hope that you will support the Project Gutenberg™ mission of promoting free access to electronic works by freely sharing Project Gutenberg™ works in compliance with the terms of this agreement for keeping the Project Gutenberg™ name associated with the work. You can easily comply with the terms of this agreement by keeping this work in the same format with its attached full Project Gutenberg™ License when you share it without charge with others.
1.D. The copyright laws of the place where you are located also govern what you can do with this work. Copyright laws in most countries are in a constant state of change. If you are outside the United States, check the laws of your country in addition to the terms of this agreement before downloading, copying, displaying, performing, distributing or creating derivative works based on this work or any other Project Gutenberg™ work. The Foundation makes no representations concerning the copyright status of any work in any country other than the United States.
1.E. Unless you have removed all references to Project Gutenberg:
1.E.1. The following sentence, with active links to, or other immediate access to, the full Project Gutenberg™ License must appear prominently whenever any copy of a Project Gutenberg™ work (any work on which the phrase “Project Gutenberg” appears, or with which the phrase “Project Gutenberg” is associated) is accessed, displayed, performed, viewed, copied or distributed:
This eBook is for the use of anyone anywhere in the United States and most other parts of the world at no cost and with almost no restrictions whatsoever. You may copy it, give it away or re-use it under the terms of the Project Gutenberg License included with this eBook or online at www.gutenberg.org. If you are not located in the United States, you will have to check the laws of the country where you are located before using this eBook.
1.E.2. If an individual Project Gutenberg™ electronic work is derived from texts not protected by U.S. copyright law (does not contain a notice indicating that it is posted with permission of the copyright holder), the work can be copied and distributed to anyone in the United States without paying any fees or charges. If you are redistributing or providing access to a work with the phrase “Project Gutenberg” associated with or appearing on the work, you must comply either with the requirements of paragraphs 1.E.1 through 1.E.7 or obtain permission for the use of the work and the Project Gutenberg™ trademark as set forth in paragraphs 1.E.8 or 1.E.9.
1.E.3. If an individual Project Gutenberg™ electronic work is posted with the permission of the copyright holder, your use and distribution must comply with both paragraphs 1.E.1 through 1.E.7 and any additional terms imposed by the copyright holder. Additional terms will be linked to the Project Gutenberg™ License for all works posted with the permission of the copyright holder found at the beginning of this work.
1.E.4. Do not unlink or detach or remove the full Project Gutenberg™ License terms from this work, or any files containing a part of this work or any other work associated with Project Gutenberg™.
1.E.5. Do not copy, display, perform, distribute or redistribute this electronic work, or any part of this electronic work, without prominently displaying the sentence set forth in paragraph 1.E.1
with active links or immediate access to the full terms of the Project Gutenberg™ License.
1.E.6. You may convert to and distribute this work in any binary, compressed, marked up, nonproprietary or proprietary form, including any word processing or hypertext form. However, if you provide access to or distribute copies of a Project Gutenberg™ work in a format other than “Plain Vanilla ASCII” or other format used in the official version posted on the official Project Gutenberg™ website (www.gutenberg.org), you must, at no additional cost, fee or expense to the user, provide a copy, a means of exporting a copy, or a means of obtaining a copy upon request, of the work in its original “Plain Vanilla ASCII” or other form. Any alternate format must include the full Project Gutenberg™ License as specified in paragraph 1.E.1.
1.E.7. Do not charge a fee for access to, viewing, displaying, performing, copying or distributing any Project Gutenberg™ works unless you comply with paragraph 1.E.8 or 1.E.9.
1.E.8. You may charge a reasonable fee for copies of or providing access to or distributing Project Gutenberg™ electronic works provided that:
• You pay a royalty fee of 20% of the gross profits you derive from the use of Project Gutenberg™ works calculated using the method you already use to calculate your applicable taxes. The fee is owed to the owner of the Project Gutenberg™ trademark, but he has agreed to donate royalties under this paragraph to the Project Gutenberg Literary Archive Foundation. Royalty payments must be paid within 60 days following each date on which you prepare (or are legally required to prepare) your periodic tax returns. Royalty payments should be clearly marked as such and sent to the Project Gutenberg Literary Archive Foundation at the address specified in Section 4, “Information
about donations to the Project Gutenberg Literary Archive Foundation.”
• You provide a full refund of any money paid by a user who notifies you in writing (or by e-mail) within 30 days of receipt that s/he does not agree to the terms of the full Project Gutenberg™ License. You must require such a user to return or destroy all copies of the works possessed in a physical medium and discontinue all use of and all access to other copies of Project Gutenberg™ works.
• You provide, in accordance with paragraph 1.F.3, a full refund of any money paid for a work or a replacement copy, if a defect in the electronic work is discovered and reported to you within 90 days of receipt of the work.
• You comply with all other terms of this agreement for free distribution of Project Gutenberg™ works.
1.E.9. If you wish to charge a fee or distribute a Project Gutenberg™ electronic work or group of works on different terms than are set forth in this agreement, you must obtain permission in writing from the Project Gutenberg Literary Archive Foundation, the manager of the Project Gutenberg™ trademark. Contact the Foundation as set forth in Section 3 below.
1.F.
1.F.1. Project Gutenberg volunteers and employees expend considerable effort to identify, do copyright research on, transcribe and proofread works not protected by U.S. copyright law in creating the Project Gutenberg™ collection. Despite these efforts, Project Gutenberg™ electronic works, and the medium on which they may be stored, may contain “Defects,” such as, but not limited to, incomplete, inaccurate or corrupt data, transcription errors, a copyright or other intellectual property infringement, a defective or
damaged disk or other medium, a computer virus, or computer codes that damage or cannot be read by your equipment.
1.F.2. LIMITED WARRANTY, DISCLAIMER OF DAMAGES - Except for the “Right of Replacement or Refund” described in paragraph 1.F.3, the Project Gutenberg Literary Archive Foundation, the owner of the Project Gutenberg™ trademark, and any other party distributing a Project Gutenberg™ electronic work under this agreement, disclaim all liability to you for damages, costs and expenses, including legal fees. YOU AGREE THAT YOU HAVE NO REMEDIES FOR NEGLIGENCE, STRICT LIABILITY, BREACH OF WARRANTY OR BREACH OF CONTRACT EXCEPT THOSE PROVIDED IN PARAGRAPH
1.F.3. YOU AGREE THAT THE FOUNDATION, THE TRADEMARK OWNER, AND ANY DISTRIBUTOR UNDER THIS AGREEMENT WILL NOT BE LIABLE TO YOU FOR ACTUAL, DIRECT, INDIRECT, CONSEQUENTIAL, PUNITIVE OR INCIDENTAL DAMAGES EVEN IF YOU GIVE NOTICE OF THE POSSIBILITY OF SUCH DAMAGE.
1.F.3. LIMITED RIGHT OF REPLACEMENT OR REFUND - If you discover a defect in this electronic work within 90 days of receiving it, you can receive a refund of the money (if any) you paid for it by sending a written explanation to the person you received the work from. If you received the work on a physical medium, you must return the medium with your written explanation. The person or entity that provided you with the defective work may elect to provide a replacement copy in lieu of a refund. If you received the work electronically, the person or entity providing it to you may choose to give you a second opportunity to receive the work electronically in lieu of a refund. If the second copy is also defective, you may demand a refund in writing without further opportunities to fix the problem.
1.F.4. Except for the limited right of replacement or refund set forth in paragraph 1.F.3, this work is provided to you ‘AS-IS’, WITH NO OTHER WARRANTIES OF ANY KIND, EXPRESS OR IMPLIED,
INCLUDING BUT NOT LIMITED TO WARRANTIES OF MERCHANTABILITY OR FITNESS FOR ANY PURPOSE.
1.F.5. Some states do not allow disclaimers of certain implied warranties or the exclusion or limitation of certain types of damages. If any disclaimer or limitation set forth in this agreement violates the law of the state applicable to this agreement, the agreement shall be interpreted to make the maximum disclaimer or limitation permitted by the applicable state law. The invalidity or unenforceability of any provision of this agreement shall not void the remaining provisions.
1.F.6. INDEMNITY - You agree to indemnify and hold the Foundation, the trademark owner, any agent or employee of the Foundation, anyone providing copies of Project Gutenberg™ electronic works in accordance with this agreement, and any volunteers associated with the production, promotion and distribution of Project Gutenberg™ electronic works, harmless from all liability, costs and expenses, including legal fees, that arise directly or indirectly from any of the following which you do or cause to occur: (a) distribution of this or any Project Gutenberg™ work, (b) alteration, modification, or additions or deletions to any Project Gutenberg™ work, and (c) any Defect you cause.
Section 2. Information about the Mission of Project Gutenberg™
Project Gutenberg™ is synonymous with the free distribution of electronic works in formats readable by the widest variety of computers including obsolete, old, middle-aged and new computers. It exists because of the efforts of hundreds of volunteers and donations from people in all walks of life.
Volunteers and financial support to provide volunteers with the assistance they need are critical to reaching Project Gutenberg™’s goals and ensuring that the Project Gutenberg™ collection will
remain freely available for generations to come. In 2001, the Project Gutenberg Literary Archive Foundation was created to provide a secure and permanent future for Project Gutenberg™ and future generations. To learn more about the Project Gutenberg Literary Archive Foundation and how your efforts and donations can help, see Sections 3 and 4 and the Foundation information page at www.gutenberg.org.
Section 3. Information about the Project Gutenberg Literary Archive Foundation
The Project Gutenberg Literary Archive Foundation is a non-profit 501(c)(3) educational corporation organized under the laws of the state of Mississippi and granted tax exempt status by the Internal Revenue Service. The Foundation’s EIN or federal tax identification number is 64-6221541. Contributions to the Project Gutenberg Literary Archive Foundation are tax deductible to the full extent permitted by U.S. federal laws and your state’s laws.
The Foundation’s business office is located at 809 North 1500 West, Salt Lake City, UT 84116, (801) 596-1887. Email contact links and up to date contact information can be found at the Foundation’s website and official page at www.gutenberg.org/contact
Section 4. Information about Donations to the Project Gutenberg Literary Archive Foundation
Project Gutenberg™ depends upon and cannot survive without widespread public support and donations to carry out its mission of increasing the number of public domain and licensed works that can be freely distributed in machine-readable form accessible by the widest array of equipment including outdated equipment. Many
small donations ($1 to $5,000) are particularly important to maintaining tax exempt status with the IRS.
The Foundation is committed to complying with the laws regulating charities and charitable donations in all 50 states of the United States. Compliance requirements are not uniform and it takes a considerable effort, much paperwork and many fees to meet and keep up with these requirements. We do not solicit donations in locations where we have not received written confirmation of compliance. To SEND DONATIONS or determine the status of compliance for any particular state visit www.gutenberg.org/donate.
While we cannot and do not solicit contributions from states where we have not met the solicitation requirements, we know of no prohibition against accepting unsolicited donations from donors in such states who approach us with offers to donate.
International donations are gratefully accepted, but we cannot make any statements concerning tax treatment of donations received from outside the United States. U.S. laws alone swamp our small staff.
Please check the Project Gutenberg web pages for current donation methods and addresses. Donations are accepted in a number of other ways including checks, online payments and credit card donations. To donate, please visit: www.gutenberg.org/donate.
Section 5. General Information About Project Gutenberg™ electronic works
Professor Michael S. Hart was the originator of the Project Gutenberg™ concept of a library of electronic works that could be freely shared with anyone. For forty years, he produced and distributed Project Gutenberg™ eBooks with only a loose network of volunteer support.
Project Gutenberg™ eBooks are often created from several printed editions, all of which are confirmed as not protected by copyright in the U.S. unless a copyright notice is included. Thus, we do not necessarily keep eBooks in compliance with any particular paper edition.
Most people start at our website which has the main PG search facility: www.gutenberg.org.
This website includes information about Project Gutenberg™, including how to make donations to the Project Gutenberg Literary Archive Foundation, how to help produce our new eBooks, and how to subscribe to our email newsletter to hear about new eBooks.
