机关事业单位编制改革问题探究

随着经济社会的不断发展,机关事业单位编制供需在总量和结构上的矛盾凸显,由此出现了大量的“超编”、无编制财政支付和编外人员增多的现象,编制改革的紧迫性增加,必须对机关事业单位分类施策,机关主要在总量控制范围内,通过统筹协调使用和调整编制结构,事业单位可通过统筹协调、实行编制周转池、编制备案制等来解决。     

Expatriates of host-country origin: ‘coming home to test the waters’

Expatriates are an integral part of any multinational company's (MNC) staffing strategy. However, the high failure rate of expatriates has forced these firms to look at alternate or complementary staffing strategies. This paper focuses on one such strategy, i.e., transferring people of host-country ethnic origin from parent-country to manage host-country operations. The purpose of this exploratory study is to ascertain whether and how MNCs have used expatriates of host-country origin (EHCO) as a global staffing strategy, in the context of India, and the extent of its success both for the individuals and the organizations concerned.

Based on a survey and in-depth interviews of human resource managers of 15 MNCs with operations in India, the study concludes that EHCOs are more willing to accept expatriate assignments than parent-country nationals (PCNs); however, their success on the assignment depends on the breadth and depth of their experience both in the parent and host country. With regard to their work effectiveness vis-à-vis PCNs, no significant difference was found. Managerial implications of this staffing strategy are explored and future research directions identified.     

Examining the overseas staffing options utilized by Australian headquartered multinational corporations

MNCs need to use a range of options to manage their international operations. The aim of this study was to enhance understanding of how MNCs staff international management positions using a sample of top Australian MNCs across a range of industries. The rationales executives gave for their MNCs' staffing of international management supported selecting managers with higher competency levels for complex overseas assignments. Staffing options were chosen to reduce risks from cultural friction, divergent goals, and asymmetry in knowledge between the parent company and the host operation, chiefly through staffing by parent country nationals (i.e. long-term expatriates, Australians or Westerners already living in the host country or abroad, domestic international managers). Host country managers were used to reduce risks that arose from not being responsive to the host environment and to avoid costs, and when they were least risky to the firm. By contrast, the staffing options also served practical purposes, including deploying expatriate managers to provide skills (competencies) and, less frequently, to develop managers for future management positions in the organization.     

Whither seniority? Career progression and performance orientation in South Korea

Framed by institutional theory, this study reassesses the influence of seniority on (HRM) in South Korea today. We analyze first the overall influence of seniority in business, second its significance for career progression (i.e. promotion), and third its relation to individual performance orientation. By conducting in-depth interviews among local and expatriate managers, we find that the role of seniority is still pronounced. Seniority-based promotion remains significant, and individual performance evaluation systems, as are typically found in Western countries, hardly fit the cultural environment and tend to be ineffective. By contributing to the extant theories on institutional dynamics and the convergence–divergence–hybridization debate alike, our results strengthen the culturalist approaches, holding that informal institutions persist and do not disappear quickly. Further, rather than moving towards global convergence, we see the Korean HRM system as being in a state of hybridization caused by coercive isomorphism resulting from experimentation with foreign best-practice systems. As a result, some HRM practices are dysfunctional. We recommend that firms should reinterpret their valuation of individual performance towards team achievements and pay more attention to the optimal team composition.     

Human resource and industrial relations practices of UK and US multinationals in Germany

Most of the research about HRM and IR practices of MNCs in their host country has been conducted in deregulated countries such as the UK and the US. Host countries with relatively weak institutional arrangements facilitate the transfer of home-country practices. In contrast, those with institutionally strong systems, such as Germany, impose stronger pressures for adaptation. This paper reports research about nine US and four UK subsidiaries operating in Germany. It examines how their HRM and IR practices are shaped by German labour and IR institutions, how they differ from a control group of indigenous firms and what room for manoeuvre is left for the introduction of home-country practices. The main conclusions are that small and medium-sized subsidiaries in particular can to some extent avoid the pressures exerted by German labour and IR institutions. This facilitates the transfer of home-country practices. However, even larger affiliates that comply with the German institutions can transfer practices from their parent company. The highly regulated German system leaves some room for flexibility. Nevertheless, the institutional environment prevents large companies from following a unitarist HRM and IR approach.     

Hybridization: striking a balance between adoption and adaptation of human resource management practices in French multinational corporations and their Tunisian subsidiaries

International management research has tended to approach the transfer of human resource management (HRM) practices by examining the one-way transfer from parent companies to their subsidiaries, their adaptation to the subsidiaries’ local context and, more recently, the reverse transfer of HRM practices from subsidiaries to their headquarters. This article aims to analyse the transfer of HRM practices from headquarters to their foreign subsidiaries through the process of hybridization. Although numerous studies focus on the transfer of HRM practices between economically developed countries or from these countries to transitional economies, few have considered French multinational corporations (MNCs) operating in ex-colonized countries. This paper addresses the ways in which the HRM hybridization process is implemented in two French subsidiaries operating in Tunisia. It focuses on the dual perspectives of managerial staff at headquarters and subsidiaries as well as shop floor employees in the subsidiaries. A range of HRM practices (recruitment and selection, compensation, performance appraisal and career management) is analysed from their transfer to their reinterpretation. The results show the importance of the concept of hybridization on HRM practice transfer through a multi-level analysis of the strategies used by various stakeholders during the hybridization process. The paper also provides useful insights into the factors of hybridization that may foster or inhibit the transfer and adoption of HRM practices by foreign subsidiaries. These include the relational context, the type of practices transferred, the interests of different professional categories and their social interactions. Based on these factors, several hybridizations are identified. The study points out the specificity of the Tunisian context and shows that institutional factors have less influence on the transfer of HRM practices in ex-colonized countries than cultural factors that have a transversal influence on different HRM practices. Key cultural factors constraining the transfer include emotional relationships and interpersonal trust. Moreover, the international transfer of HRM practices from MNCs to ex-colonized transitional countries requires taking into account the post-colonialism and fascination effects.     

The effect of international staffing practices on subsidiary staff retention in multinational corporations

This paper contributes to the scarce body of research on employee turnover in multinational corporations' foreign subsidiaries and addresses some key issues related to dealing with turnover of local staff. Based on a literature review, I conceptualize locals' perceived career prospects and their organizational identification as key variables mediating the relationship between international staffing practices and local staff turnover. In a second step, the paper develops instruments that help international firms to retain their subsidiary staff. Specifically, I focus on how international staffing practices need to be configured to ensure employee retention and I derive moderating factors. My arguments are integrated into a framework for the effect of international staffing practices on subsidiary staff retention in multinational corporations.     

Nationality background of MNC affiliates' top management and affiliate performance in Japan: knowledge-based and upper echelons perspectives

Drawing from the knowledge-based view of multinational corporations (MNCs) and the upper echelons perspective along with the theory of job demands, we examine the relationship between nationality background of MNC affiliates' top management (i.e. expatriates or host country nationals) and affiliate performance. Using a sample of 643 foreign MNC affiliates from 31 countries operating in Japan, we found that when the length of an affiliate operation was shorter, the affiliate performed better under the expatriate managing director rather than the Japanese managing director. We also found that when the size of an affiliate was larger and the length of operation was shorter, the affiliate performed better under the larger rather than smaller proportion of expatriates in the top management team. Implications for research and practice on top management staffing of MNC foreign affiliates are discussed.     

Gender equality and comparative HRM: A 40-year review

Guided by comparative human resource management (HRM) research, we review and critically assess the literature on gender equality in work settings. To this end, we consider quantitative articles published between 1980 and 2021. We apply a multi-level and multi-dimensional framework focused on three gender equality perspectives (i.e., Hofstede, GLOBE, and socioeconomic) and the HRM chain (e.g., policies and practices) as well as individual and organizational outcomes. Consistent with previous literature in the field of comparative HRM, we find that the three gender equality perspectives explain significant differences in the HRM chain as well as in both individual-level and organizational-level outcomes. Extending comparative HRM literature, we find that the three gender equality perspectives influence our research community differently, show similarities and differences in outcomes, associate with different effects (i.e., enabling and enhancing), and differ in the direction of such effects. Our study contributes to evidence-based policy and practice in organizations that align their HR strategies to the United Nations Sustainable Development Goal 5 (Gender Equality).     

Does the configuration of macro‐ and micro‐institutional environments affect the effectiveness of green supply chain integration?

Despite the importance of the general environment in affecting the effectiveness of green supply chain integration (GSCI), our understanding of the roles of different configurations of macro‐ and micro‐institutional environments remains limited. Based on institutional theory and resource mobilization theory, this study examined the moderating effects of the configurations of macro‐ and micro‐institutional environments on the GSCI performance link employing both a configuration and a contingency perspective. Our findings from a longitudinal survey of 206 Chinese manufacturing firms provide empirical evidence for the coexistence and nature of macro‐ and micro‐institutional environments and their moderating effect on the GSCI performance link. Specifically, the results revealed that Chinese manufacturers can be clustered into three groups with different macro‐ and micro‐institutional environments (i.e., cognizant, sensible, and conscious manufacturers). Furthermore, the configuration of macro‐ and micro‐institutional environments moderates the effect of green supplier integration on social performance, as well as the effects of green customer integration on financial, environmental, and social performance. This study contributes to both the GSCI literature and practices.     

Multisource Ratings Of Managerial Competencies And Their Predictive Value For Managerial And Organizational Effectiveness

This study examined the predictive value of multisource ratings of managerial competencies for managerial and organizational effectiveness. Data from 155 subordinates, 59 peers, and 28 supervisors were gathered in order to provide insight into their perceptions on managerial competencies for their managers. With regard to the outcome variable (i.e., effectiveness), both individual‐level (subordinates’, peers’, and supervisors’ ratings of managers) and organizational‐level (Balanced Scorecard) measures were used. As expected, subordinates, peers, and supervisors have distinct perspectives on the managerial competencies that are relevant for effectiveness. Moreover, the specific managerial competencies differ in terms of their predictive validity respectively for managerial and organizational effectiveness. The outcomes of our study suggest that a multisource and multimethod approach is valuable in assessing both managerial competencies and managerial and organizational effectiveness. Several implications for human resource management practices are discussed. © 2014 Wiley Periodicals, Inc.     

Hiring for Networks: Social Capital and Staffing Practices in Transitional China

This article investigates how firms’ use of social capital criteria in staffing practices has been affected by China's transitional institutional environment and explores the impacts of person‐job fit in the social capital dimension on employees’ performance. Empirical results show that non‐state‐owned enterprises set a higher social capital standard in the hiring process than state‐owned enterprises. Foreign‐invested enterprises outperform other firms in promoting a better match between individuals rich in social capital and the positions that need such resources. In places with intensive market competition, foreign and private enterprises pay even more attention to employees’ social capital when making HR decisions. Moreover, a better match between people and positions from a social capital aspect has a positive impact on employees’ performance. Theoretical and managerial implications are discussed. © 2015 Wiley Periodicals, Inc.     

Globalization,political institutions,financial liberalization,and performance of the insurance industry

This paper investigates the impacts of globalization, political institutions, and financial liberalization on the performance and risk-taking of insurance firms covering 1324 individual firms in 30 selected OECD countries. We find that greater globalization and a stable political institution lead insurance companies to exhibit a better performance—i.e., insurers adjust their strategies while being aware of institutional changes. By contrast, financial liberalization has an inverse impact on insurance company performance. Thus, greater globalization and a stable political environment both drive less risk-taking for insurers. These findings are particularly important to insurance markets’ competitors and national policymakers.     

Organizational leadership practices in MNCs: the effect of the HRs value as a competitive factor and the FDI structure

The main goal of the paper is to present the research results on the impact that the value ascribed to human resources (HRs) as a strategic competitive factor of a company and the structure of FDI may exert on the advancement level of organizational leadership practices (as one of the HRM subfunctions) in multinational companies (MNCs). The structure of FDI covered: legal form of the foreign entities, type of investment, i.e., brownfield vs. greenfield, and four indices, i.e., internationalization index (II), geographical spread index (GSI), country’s economic development index (EDC), and culture distance index (CDI). The research sample was composed of 200 headquarters of MNCs located in Poland. All in all, three variables seem to have the most visible impact on the activities in the area of organizational leadership development practices, i.e., ownership structure, centralization vs. decentralization practices and cultural distance. Less important, but identifiable influences come from the GS index, EDC index and the smallest one from II index.     

MNC's competitive strategies,experiences, and staffing policies for foreign affiliates

This study investigates the relationship between the strategic role of a multinational corporation's (MNC) foreign affiliates and its international staffing policy. Specifically, this study examines how an MNC's decision on expatriation is affected by strategic roles assigned to foreign affiliates: global integration of activities versus local market seeking. An empirical study is conducted using a sample of 808 foreign affiliates of Japanese firms. The research findings suggest that strategic roles of foreign affiliates alone may not adequately explain the international staffing policies of Japanese MNCs. Rather, we found a significant moderating effect of international as well as host country experience on staffing practices for foreign affiliates. While the staffing policies of MNCs striving for improving global efficiency of their operation are moderated by both international and host country experience, those seeking a specific local market position are influenced only by host country experience.     

How far do cultural differences explain the differences between nations? Implications for HRM

This conceptual paper argues that national differences in human resource management (HRM) matter and can be explained by cultural and institutional theories. We explore briefly the nature of each set of theories and some of the critiques that have been made of them. We argue that in general much of the differences in HRM between countries are determined by institutional factors, and that management has more influence over the effect of national cultural differences than it has over institutional differences and therefore in most cases the appropriate tests will be tests against institutional differences. Where institutions are less constraining, cultural differences may be the appropriate template.     

Organizational diversity programs across cultures: effects on absenteeism,turnover, performance and innovation

This study examined data from over 5000 organizations in 22 countries to address three complementary issues: (1) the influence of national culture on the adoption of diversity programs aimed at recruiting, training and promoting individuals from specific target groups; (2) the moderating effect of national cultural practices on the relationship between these diversity programs and the organizational outcomes of absenteeism and turnover; and (3) the mediating effect of absenteeism and turnover on the relationship between diversity programs and organizational performance and innovation. National cultural values and practices were taken from the GLOBE study and assigned respectively to the organizations in our sample. A multilevel path analysis supported the hypothesized effects of national cultural values on organizational diversity programs. Moreover, cultural practices were found to moderate the relationship between diversity programs and absenteeism and turnover. Our hypotheses on the role of absenteeism and turnover as mediators of the relationship between diversity programs and organizational performance and innovation were also supported. Our findings may help guide managers' decisions on the adoption of diversity programs in units operating in different national cultures. We discuss the implications of our findings for scholars and practitioners concerned with diversity management issues in a global context.     

National culture and the revenue-expense matching

Prior studies on the link between country-level cultural aspects and firms' arbitrary accounting practices are scant, and they show mixed results. To gain more insight about the impact of national culture on earnings characteristics, we exploit the matching concept between revenues and expenses, which well reflects managerial estimation and discretion in earnings quality. Using a large sample of 57 countries over the period 1989–2012, we find that (1) the economic association between revenues and expenses becomes stronger in firms from collectivistic and high uncertainty-avoidant countries, (2) the impact of these dimensions of national culture on the matching is more salient for firms from countries characterized by a higher level of accrual accounting, a greater proportion of special-items, and limited openness, and (3) the cultural impact on matching is mainly driven by the correlation between revenue and discretionary expense (i.e., selling, general, and administrative expense). These findings are consistent with the view that national culture plays an informal governance role to influence firms' discretionary accounting choices.     

制度约束、国家文化差异与企业跨国并购绩效——文化差异的竞争性中介作用

本研究结合组织行为和战略管理的相关理论,从制度约束和文化差异两个方面因素入手,研究了影响中国企业跨国并购绩效的原因.先构建了这三个变量的多元回归模型,然后分别用Baron和Zhao提出的方法来检验中介变量.研究发现:(1)中国企业在制度环境复杂的国家的并购绩效比较好;(2)并购双方所在的国家文化距离越大,并购之后的协同效应越大;(3)文化差异在以营商环境指数表示的制度环境与以Tobin'q表示的并购绩效之间起到竞争性中介效应.     

Institutions and Foreign Subsidiary Growth in Transition Economies: The Role of Intangible Assets and Capabilities

Although transition economies experience significant institutional transformations that vary in their degree and pace, scholarly knowledge of what distinguishes more successful foreign subsidiaries from less successful ones in such environments is limited and inconsistent. We enhance the understanding of this subject by examining how variations in the institutional development of transition economies influence the usefulness of a subsidiary's intangible assets and capabilities and, in turn, their effectiveness in enhancing its growth. Prior research assumes that foreign subsidiaries that operate in any given environment are always better off when they possess strong intangible assets and capabilities. Our analysis of more than 33,000 observations in 14 transition economies challenges this view and enables us to explain why some subsidiaries grow more quickly in less‐developed institutional environments, whereas others more quickly in countries with institutions that are more developed. More specifically, we show that although a subsidiary's intangible assets enhance its growth in transition economies with stronger institutions, these effects are particularly weak or insignificant in transition countries with less developed institutional environments. Conversely, a completely different pattern emerges for subsidiary capabilities, with their marginal effects on subsidiary growth being significantly higher in countries that are institutionally less developed than in transition countries with more developed institutions.