Transforming multinational enterprises: towards a process model of strategic human resource management change

How MNEs control and co-ordinate their subsidiaries' human resources has been a mtter of some debate in recent years. The corporate centre's human resource (HR) department is frequently accorded a key role in shaping direction through programme of strategic change involving best practice transfer or culture change. Such programmes, however, have been questioned by academics and practitioners for their ability to deliver on the promises made for them and for the failure to recognize the problems of top-down programmes of change. In this paper, we address the question of what it might take to deliver a coherent and acceptable corporate-wide strategic HR change initiative whilst allowing for simultaneous subsidiary development and innovation? Drawing on our direct experience of case studies and building on the more general strategic change literature, we develop a process model of strategic HR changes in MNEs, which identifies the key factors that lead to successful change outcomes. The main contribution of this work is to fill existing gaps in the literature and to provide some advice to practitioners who seek to implement universal HR change programmes in MNEs.     

A multi-horizon comparison of density forecasts for the S&P 500 using index returns and option prices

We compare density forecasts of the S&P 500 index from 1991 to 2004, obtained from option prices and daily and 5-min index returns. Risk-neutral densities are given by using option prices to estimate diffusion and jump-diffusion processes which incorporate stochastic volatility. Three transformations are then used to obtain real-world densities. These densities are compared with historical densities defined by ARCH models. For horizons of two and four weeks the best forecasts are obtained from risk-transformations of the risk-neutral densities, while the historical forecasts are superior for the one-day horizon; our ranking criterion is the out-of-sample likelihood of observed index levels. Mixtures of the real-world and historical densities have higher likelihoods than both components for short forecast horizons.     

The determinants of shareholder value in European banking

This paper examines the determinants of shareholder value creation for a large sample of European banks between 1998 and 2005. As the recent turmoil in global banking systems has illustrated, bank performance can have a substantial influence on efficient capital allocation, company growth and economic development. We use a dynamic panel data model where the bank’s shareholder value is a linear function of various bank-specific, industry-specific and macroeconomic variables. We show that shareholder value has a positive relationship with cost efficiency changes, while economic profits are linked to revenue efficiency changes. Credit losses, market and liquidity risk and leverage are also found to substantially influence bank performance. These results are robust to a variety of different model specifications.     

Differences in Opportunities? Wage,Employment and House‐Price Effects on Migration*

Most empirical studies of individual migration choice analyse factors associated with out‐migration from an origin location. In contrast, we model the migration decision within the context of potential destinations, combining British panel data over the period 1992–2008 with other data sources. Contrary to earlier micro studies, we show that differences in house prices levels (but not growth) are important determinants of household migration for homeowners. Unemployed individuals respond to regional differences in expected individual wages, whereas the employed are more sensitive to employment opportunities. Our evidence is consistent with partners of heads of households being tied migrants.     

Keeping the faith: Belonging to the critical community

This short reflective piece explores what it means to adopt a ‘critical’ position in organizational scholarship. We offer three separate narratives that combine when we consider what it means to believe in being critical. Each narrative examines the identification with this particular academic perspective from a different standpoint, including the performance of rationality and embodiment; the assessment of quality through the in-group/out-group theories of social psychology; and the implications of hyper-performativity for having a range of critical voices heard. We conclude by suggesting ways in which the critical community might adopt a more reflective position about embodied behaviors.     

Performance and reward practices in foreign multinationals in the UK

This article examines variability in pay and performance management systems (PPMS) across foreign multinational companies (MNCs) in the UK, using a representative survey. It examines factors shaping PPMS for two groups, managers and the largest occupational group (LOG). It finds that US MNCs tend to have more PPMS practices in combination than do non‐US firms, but that for individual items nationality has relatively low influence, particularly for LOG. Other key factors in PPMS vary by employee group: for managers, international HR structural mechanisms for networking, organisational learning and the transmission of a global HR philosophy are important. For LOG, collective bargaining coverage is crucial. The article discusses the implications of the findings for ‘contingency’ approaches to HR ‘architecture’.     

Are performance appraisals a bureaucratic exercise or can they be used to enhance sales‐force satisfaction and commitment?

In some sales organizations the performance appraisal is treated as a bureaucratic exercise. As such, sales managers may essentially conduct appraisals in an arbitrary and perfunctory manner. This behavior could be based on the belief that conducting performance appraisals requires considerable amounts of time and effort, generates few rewards, and adds considerably to the manager's level of conflict and stress. The purpose of this research is to examine the relationships existing between performance appraisals, salesperson organizational commitment, and job satisfaction. If various characteristics of performance appraisals that build commitment and satisfaction could be identified, then managers may be more capable of using performance appraisals that yield positive results. A survey of 185 retail salespeople and 58 retail sales managers provided the data required to evaluate the relationship between satisfaction, commitment, and various aspects of performance appraisals. The results of the study indicate that managerially mediated factors may be used to enhance salesperson job satisfaction and organizational commitment. © 2001 John Wiley & Sons, Inc.