International human resource policies and practices in japanese,european, and united states multinationals

This article presents the results of a survey comparing international human resource policies and practices in Japanese, European, and United States multinational companies. The survey focused on the use of expatriates over local nationals in overseas management positions, adoption of nonethnocentric policies, and incidence of international human resource management problems. Regression analysis using the entire sample indicated that ethnocentric staffing and policies are associated with higher incidence of international human resource management problems. Also, Japanese companies as a group are shown to have more ethnocentric staffing practices and policies, and they experience more international human resource management problems than do American and European firms.     

Multinational Management Strategy and Human Resource Decision Making In the Single European Market*

There has been considerable academic interest in the consequences of European integration for multinational companies and their subsidiaries, and the co-ordination and control of human resource decision making. Against the backdrop of this debate, this paper examines the impact of European integration on management organization and human resource decision making in 13 British multinational companies. Although there were partial moves towards the development of European managers, a European-wide approach to human resource matters was not yet a conspicuous feature of this sample of multinationals. the global preoccupations of the companies, as well as the persistence of national variations in consumer markets and modes of product regulation, were clearly major constraints on the emergence of European forms of corporate organization and underpinned the lack of enthusiasm for distinctively European approaches to employee management.     

Multinational corporation management strategies and international human resources practices: bringing IHRM to the bottom line

This paper examined the relationship between multinational corporations' global management strategies and the resulting international human resource practices. Four global strategies, which vary in their extent of global integration and local responsiveness, were examined (ethnocentric, regiocentric, polycentric and geocentric). Data from international human resource professionals in forty-six companies generally supported the hypothesis that HR practices (recruitment, selection, socialization) varied by global strategy. In particular, strategies varied especially between the ethnocentric and geocentric companies. These strategies were further found to be related to a composite Multinational Corporation Success Index of economic variables (return on capital, sales growth, return on equity, profit margin). Companies which had ethnocentric strategies were found to be less successful than companies operating under any of the other three strategies. Findings suggested that local responsiveness should be incorporated into the global strategy of multinational companies. Recommendations for international human resource practices based on these results have been given.     

MNC responses to the legal environment of international human resource management

Comparative management studies have not examined the complex regulatory forces that govern transnational employment relationships nor assessed their potential impact on multinational companies (MNCs). A model is presented to assess the effects that indigenous law, transnational law and organizational policies will have on the human resource management (HRM) function in MNCs. Several propositions are developed as well to guide future research in this area.     

Local complexities and global uncertainties: a study of foreign ownership and human resource management in China

Drawing on qualitative data, this paper examines developments in human resource and employment policies and practices among a sample of joint venture and wholly owned foreign enterprises operating in China. The research reveals that the effects of parent company nationality and ownership form were most visible in the areas of remuneration, worker representation and aspects of employee selection. There was, however, little overt involvement of multinational parent companies in the management of human resources of their Chinese operations. The trend was towards indirect reporting relationships with regional sub-units of multinational companies rather than direct links with the parent headquarters. Overall, these intermediate sub-units were playing an important role in the integration of Chinese business units in the global management systems of multinational companies.     

Singing the same song: translating HRM messages across management hierarchies in Australian hospitals

The management of expatriation has grown in importance as the numbers of multinational companies has grown significantly since the 1970s. However, public and non-government sector organizations have long traditions of managing expatriates. This paper presents the results of research that compared the manner in which Australian private, public and non-government sector organizations selected their expatriates. The results confirm the numerous reports in the international human resource management (IHRM) literature that, in private sector organizations, selection is carried out largely on the basis of technical competence, with minimal attention being paid to the interpersonal skills and domestic situations of potential expatriates. The limited role of HR managers in this process is also identified. The selection practices of public sector organizations reflect the merit selection policies of this sector. The non-government sector organizations' selection practices differ markedly from those of the organizations in the other two sectors, in that psychological testing is widely used and the family is treated as a unit and included in the selection process.     

Extending strategic international human resource management research and pedagogy to the non-profit multinational

This article calls for the inclusion of multinational non-profit organizations in the research and pedagogy of strategic international human resource management. Multinational non-profit enterprise is increasingly influential, both economically and philosophically, as economic and socio-cultural boundaries become more interdependent. Yet the multinational non-profit sector has been ignored by international human resource management scholars. When research and pedagogy overlook practice, a concern exists with regard to their relevance. By outlining the international development of multinational non-profit enterprise, the article contextualizes strategic international human resource management in multinational intermediate private aid and development agencies. Analysis of a particular example, World Vision Australia, illustrates the discussion.     

A study of the employment system of Japanese multinational retailers in Hong Kong

This study examines the employment system of Japanese multinational retailing corporations in Hong Kong through two case companies - Morioka and Okadaya. The human resource management (HRM) practices- recruitment and selection, remuneration, and training and development - of the companies are studied. The different HRM practices applied to different groups of employees within each case company are compared using an employment systems model. The employment system is structured and multi-layered. The development of the structured employment system is then analysed in relation to the cultural and sectoral factors. It is shown that only the cultural characteristics of the Japanese parent companies can explain the ethnocentric management approach used in which Japanese personnel are employed in the internal labour marker (ILM) and local employees are employed outside the ILM. Economic and labour market conditions in both parent and host countries and sectoral characteristics have also contributed to the stratification of the employment system among the local employees. The implications of this study are that the long-term development of Japanese multinational retailers will be weakened if the structured employment system persists.     

Antecedents of commitment to a parent company and to a local operation: empirical evidence from western employees working for multinational companies in Vietnam

Rising business of multinational companies in Asia has been paralleled with an increase in the number of western expatriates sent overseas. This has created challenges for the multinational companies as how to develop dual commitment of these expatriates to the parent companies and to the local operations during international assignments. In this study, we simultaneously examined the nature of dual organizational commitment among 254 western expatriates currently working for the subsidiaries of the multinational companies in Vietnam, and investigated specific antecedents of the dual commitment by using multi-dimensional approach. The results confirmed the existence of two distinct commitment foci and proved that the commitment to a parent company was stronger than that to a local operation. Tenure in a parent company, clarity of repatriation process, promotion and compensation were responsible for the differences in level of commitments with regard to two foci. While promotion, compensation and clarity of repatriation process more significantly predicted components of parent company commitment, pre-departure training was more associated with components of local operation commitment. Pre-departure training, promotion, compensation and transformational leadership were primarily indicated to predict dual commitment in terms of high levels to both foci. The results were discussed in the light of dual commitment and international human resource management.     

Changing HRM systems in two Russian oil companies: Western hegemony or Russian spetsifika?

We contrast attempts to introduce what were seen as sophisticated Western-style human resource management (HRM) systems into two Russian oil companies – a joint venture with a Western multinational corporation (TNK-BP) and a wholly Russian-owned company (Yukos). The drivers for Western hegemony within the joint venture, heavily influenced by expatriates and the established HRM processes introduced by the Western parent, were counteracted to a significant degree by the Russian spetsifika – the peculiarly Russian way of thinking and doing things. In contrast, developments were absorbed faster in the more authoritarian Russian-owned company. The research adds to the theoretical debate about international knowledge transfer and provides detailed empirical data to support our understanding of the effect of both organizational and cultural context on the knowledge-transfer mechanisms of local and multinational companies. As the analysis is based on the perspective of senior local nationals, we also address a relatively under-researched area in the international HRM literature which mostly relies on empirical data collected from expatriates and those based solely in multinational headquarters.     

Australian expatriates in Thailand: some insights for expatriate management policies

Expatriates are critical to the navigation of an increasingly complex international business world and, as such, the demand for their skills, knowledge and experience, as well as their supply, needs to be better understood. Furthermore, the role of human resource policies is of key concern in ensuring the right people are chosen to represent companies in overseas locations, as is the provision of pertinent support policies, such as preparation for overseas assignments and cross-cultural training. The purpose of this research is to examine these issues with the focus on Australian expatriates in Thailand. A questionnaire survey was conducted of members of the Australian-Thai Business Council in Thailand, an association representing Australian expatriates, in 1999. The findings provide some insights for expatriate management policy, including the notable conclusions that the market for expatriates is changing and becoming more demanding and that the imperatives of the emerging global market for human capital require a much more structured approach to expatriate management development.     

HRM and IR in multinational corporations in Denmark: uneasy bedfellows?

As multinational corporations operate in multiple countries, headquarters must take into account differences in local settings when seeking the means to coordinate and control subsidiaries. The local system of industrial relations sets the framework for what kind of human resource management a multinational corporation can implement. Yet another question is whether the still stronger multinationals can change the existing systems of industrial relations, directly or indirectly.

The paper analyzes four Danish enterprises over a 10-year period. This longitudinal study shows that none of the multinationals directly try to interfere in local industrial relations. However, by exercising their management prerogative in a way that differs from the Northern European tradition of industrial relations, they do influence the cooperation between employers and employees. In particular, the results show, that a shift from a stakeholder to a shareholder management style and an increased degree of HQ control have an effect on the whole cooperative atmosphere in each of the companies. In the long run, they may affect the collective bargaining system as such.     

Convergence in human resource systems: A comparison of locally owned and MNC subsidiaries in Taiwan

This article investigates issues of convergence in human resource systems in Taiwan, with reference to the similarities and differences between locally owned companies and subsidiaries of multinational corporations (MNCs). Traditionally, management in Taiwanese companies has been largely influenced by Confucian values and is quite distinct from approaches common to MNCs. However, globalization has engendered significant competitive pressures, coupled with cultural and institutional change within Taiwan. This article provides a theoretical framework for understanding such changes and provides empirical evidence indicating that Taiwanese companies are acting very much like MNCs with regard to the adoption of flexible, highperformance work systems. © 2005 Wiley Periodicals, Inc.     

Repatriation of European female corporate executives: an empirical study

The increased internationalization of business in recent years has made the understanding of international human resource management problems more important for executives in multinational companies. In recent years, researchers have paid considerable attention to the issues of adjustment of managers to international assignments. Interestingly, comparatively little research has been undertaken on the topic of repatriation, i.e. re-entry and readjustment of international managers and their families to their home countries. Despite the growth of women in international management there are very few studies that document the repatriation experiences of female international managers. In particular, very few studies have been conducted outside North America on the topic of repatriation of female corporate executives. This paper reports on the experiences of re-entry to home organizations and home countries by an exclusively senior sample of female international managers in Western Europe. Based on extensive empirical research, the findings establish that the repatriation phase of the international career move may be even more stressful than expatriation. The findings also establish that female international managers experience more difficulties than their male counterparts because of their pioneering roles. Finally, the paper suggests that home-based mentors and access to networks while abroad are important factors in contributing to the successful repatriation of international managers. The research findings make a theoretical contribution, not only to the analysis of gender and international human resource management but, also, to wider debates within the contemporary women in management and career theory literatures.     

基于合作博弈的跨国企业跨文化管理稳定性

本文利用合作博弈理论和方法,分析了跨国企业想要获得最大化利益的最优选择策略,并通过对跨国企业合作博弈的稳定性进行分析,找出其最稳定的状态,以便促进跨国企业更有效进行跨文化管理。     

Future HRM challenges for multinational firms in Eastern and Central Europe

This article identifies and evaluates human resource challenges for multinational companies in transitional economies in Central and Eastern European countries. The nature of transitional economies and HRM in post‐socialist societies presents a range of issues. These pertain to the lingering effects of the previous institutional environment and state‐directed political economies that retain influence on the type of HRM practices adopted. Challenges of talent attraction and retention, remuneration systems, diversity and cross‐cultural management are considered.     

我国物流企业人力资源管理实践调查——基于人力资源管理最佳实践

为深入调查了解我国物流行业人力资源管理状况,考察当前我国物流企业人力资源管理实践水平,丰富国内物流行业人力资源管理相关研究,本次调查基于人力资源管理最佳实践理论,收集了133个国内物流企业有效样本进行分析．探讨了当前我国物流企业人力资源管理主要职能的实践情况,对物流企业深化人力资源管理认识,提高物流企业人力资源管理水平具有一定的意义.     

Towards a cross-cultural framework of strategic international human resource control: the case of Taiwanese high-tech subsidiaries in the USA

Due to the growing expansion of newly emerging multinational companies (MNCs) in the USA market, it seems pertinent to explore how to manage their Western industrialized subsidiaries in terms of human resource management. This study combines the institutionalism, resource dependence perspective, and control theory to provide an integrative framework in an attempt to investigate the cross-cultural determinants of strategic international human resource control over MNCs' subsidiaries. By a qualitative analysis of 10 Taiwanese top high-tech manufacturing companies operating in the USA, our findings are as follow: In order to perform subsidiary's value-added activities, multinationals need to identify the value and capabilities need for these activities. At the same time, subsidiaries also need to compare the cultural advantage of the home country in terms of these activities. In addition, from the perspective of cross-cultural influence, input control is designed to respond to high integration and high adaptation; output control is executed in the case of low integration and high cultural adaptation; while behavioural control is used to respond to high integration and low adaptation, simultaneously in the case of low value of subsidiary's activities.     

Human resource management in developing economies: a comparison of India and Thailand

This paper reports the results of surveys of firms that were conducted both in India and Thailand. The surveys centred on a wide range of human resource management practices (staffing, training, compensation and evaluation). The sample consisted of both the subsidiaries of multinational corporations and locally owned companies. Statistical analysis suggests pronounced differences in employment practices between India and Thailand in some areas, while considerable similarities in other areas. The study controls for a variety of organizational factors (e.g., firm size, ownership (foreign versus domestic), union status).     

The effects of labour costs and workplace constraints on foreign direct investment among highly industrialized countries

Drawing on economic propositions underlying theories of foreign direct investment and organizational propositions underlying international human resource management strategic decision making, the theoretical model developed herein integrates two distinct but interrelated strategic HRM assessments. In deciding where to invest, multinational companies (MNCs) assess both (1) the net comparative labour cost advantages associated with alternative host-country IR systems and (2) the comparative flexibility afforded them by alternative IR systems to either transfer or create preferred HRM strategies abroad. The results of the present study indicate that, on average, MNCs from the major investor countries of the world give substantial weight to differences in national IR systems in deciding how much to invest across alternative high-skill, highwage countries. In particular, the evidence indicates that MNCs have invested more in countries with higher skills, lower compensation costs and lesser government and collective bargaining constraints on MNCs' flexibility to set the terms and conditions of employment or otherwise deploy preferred HRM practices abroad.