Does best practice HRM only work for intrinsically motivated employees?

The purpose of this study was to explore the relationships between perception of multiple best practice HRM and employee outcomes. Four cross-sectional surveys from different Norwegian service organizations of a total of 838 employees showed that several relationships between perceived empowerment and perceived information sharing and employee outcomes were moderated by intrinsic motivation. Implications for practice and directions for future research are discussed.     

Determinants of the adoption of HRM practices in tourism SMEs in Spain: an exploratory study

This paper explores the relationship between the adoption of HRM practices in Small and Medium-sized Enterprises (SMEs) and the characteristics of the firm and the person responsible for HRM. We propose a conceptual model based on the resource-based view, which is tested with quantitative data from 164 tourism’s SMEs in Catalonia (Spain). As predicted, the adoption of HRM practices is positively associated with the presence of an HRM department. Also, SMEs in which the person responsible for HRM has previous experience in similar positions are greater adopters of HRM practices. Finally, SMEs which cooperate with other organizations are more likely to implement HRM practices.     

虚拟人力资源管理的动因、类型及企业绩效的实证研究

本文在对企业虚拟人力资源管理定义、类型进行探讨的基础上,分析了企业进行虚拟人力资源管理的动因及虚拟人力资源管理与企业绩效的关系,运用结构方程模型从实证的角度研究了目前国内企业人力资源管理虚拟的动因及虚拟与企业绩效的关系。本文得出结论是：影响企业进行技术虚拟的因素主要有战略、成本、技术;影响企业进行组织虚拟的因素主要有成本、风险、技术;虚拟人力资源管理对企业绩效有一定的影响,而且技术虚拟的影响要比组织虚拟的影响大。     

Boundary spanners,HRM practices,and reverse knowledge transfer: The case of Chinese cross-border acquisitions

This paper investigates the role of boundary spanners in reverse knowledge transfer in EMNEs’ cross-border acquisitions. Applying a micro-foundational approach and building on boundary spanning as theoretical perspective, we conducted case studies of acquisitions by Chinese companies in Germany and the UK. We find reverse knowledge transfer is a collective endeavour that relies on both the ability and motivation of individual boundary spanners as well as team-based international collaborations. We propose a conceptual framework of reverse knowledge transfer with two mechanisms—enabling and materializing. Their successful implementation depends not only on the personal characteristics of boundary spanners, but on supportive HRM practices.     

Ownership,governance, and the diffusion of HRM practices in multinational worker cooperatives: Case‐study evidence from the Mondragon group

Drawing on a qualitative study of one Mondragon multinational worker cooperative (WC) based on longitudinal data and in‐depth interviews, our research evidences the contradictions that internationalisation poses in WCs, both through privileging managerial control at the expense of worker–member participation and through the setting‐up of capitalist subsidiaries in which employees are excluded from ownership and decision‐making. It further shows how institutions, power relations, and interests shape transfer in WCs, supporting the diffusion of certain human resource management (HRM) practices on grounds of efficiency but hampering the implementation of core cooperative practices. We make a threefold contribution: first, to a strand of inquiry focused on the influence of corporate governance on HRM; second, to the field of international HRM by analysing the cross‐national diffusion of HRM practices in WCs; and third, to ongoing debates on the challenges that WCs face when striving to balance the economic and social dimensions in globalisation.     

National culture and incentives: Are incentive practices always good?

This study evaluates national culture’s influence on the incentive practice-firm performance relationship. Hofstede’s work (1993) and institutional theory (North, 1990) suggest national culture will moderate incentive effectiveness, while others suggest it has minimal impact (Gerhart & Fang, 2005). We find performance orientation (PO), in-group collectivism (I-GC) and uncertainty avoidance (UA) dimensions explain strength and direction of incentive-performance relationships. Profit-sharing―performance relationships are favorably supported by cultures with high PO, high I-GC, and low UA; however, the individual-bonus―performance relationship is enhanced by the near-opposite culture profile. There was no evidence that the team-bonus―outcome relationship is influenced by national culture.     

Can green behaviors really be increased for all employees? Trade‐offs for “deep greens” in a goal‐oriented green human resource management intervention

This study explores the complex interaction between psychological and goal‐relevant boundary conditions that influence levels of individual engagement in a green human resource management (HRM) intervention designed to encourage employee green behavior (EGB). Data were collected from 1,112 employees in an automobile manufacturing plant. Consistent with goal‐setting theory, the level of feedback received predicts EGB. However, a three‐way interaction demonstrates how employees with high levels of autonomous motivation do not gain the expected benefits of high feedback and high goal commitment in the enactment of EGB. Instead, only those with weak autonomous motivation are affected by these goal‐related constructs. Findings suggest that both goal‐setting and self‐determination theories are relevant to green HRM interventions. Managers should consider that interventions that are effective for employees who do not have strong autonomous motivation towards the environment may not be effective for those who do.     

The liability of mimicry: Implementing “global human resource management standards” in United States and Indian subsidiaries of a South Korean multinational enterprise

There is increasing evidence that multinational enterprises (MNEs) from less dominant economies tend to mimic and disseminate human resource management (HRM) practices sourced from a dominant economy, usually the United States, to overcome their “liabilities of origin.” However, our understanding of the specific challenges involved in the implementation of such practices by firms across different national and subsidiary contexts remains limited. Drawing on evidence from a case study of a South Korean MNE, we examine the extent to which, and ways in which, global HRM policies mimicking U.S. practices are implemented across its sales, manufacturing, and research and development subsidiaries in the United States and India. We find discernible differences in the implementation of the global policies both between the two host country sites and across the three function-specific subsidiaries in each country, identifying a range of national and subsidiary-specific factors that inform these variable implementation outcomes. In addition to legitimacy challenges related to the source, appropriateness, and process of transfer, we note a unique form of legitimacy challenge—“the liability of mimicry”—whereby local actors can challenge head office policies on the basis of a claim to superior expertise in the dominant practices, as a particular concern of MNEs from emerging economies.     

Gender pay equity: Exploring the impact of formal,consistent and transparent human resource management practices and information

This article explores the extent to which formalised HR practices can reduce gender bias in pay setting or whether, following Acker (2006), gender bias may still be embedded within formalised HR practices. Detailed investigation of a critical case study of a Chilean finance organisation with a strong commitment to formalised, consistent and transparent pay practices based on individuated information, revealed only a small negative gender effect on pay and no identifiable gender effects in starting salaries, merit pay or promotion. These findings provide some support for the proposition that HR practices focused on job‐related performance (Reskin, 2000) and limiting managerial discretion may facilitate gender pay equity. However, the case also reveals the limits of these policies. Women scored equally well on performance but formalised scores on future potential were higher for men and mattered more. A significant gender effect emerged in promotion to more senior posts. These mixed outcomes suggest that Acker's (2006) proposition still holds.     

基于社会网络构建的人力资源实践与知识转移关系研究

人力资源策略对跨边界的知识转移与整合具有重要意义。关于这个问题的研究已经有不少了,而且目前研究的焦点主要是关注人力资源管理实践如何提高知识接受方的吸收能力,并进而影响知识转移与整合效果的。同时,随着越来越多的研究开始关注社会网络在知识转移与整合过程中的作用,因此很有必要从基于社会网络关系构建的角度来揭示人力资源管理实践对国际创业过程中的知识转移与整合的作用和影响机制。试图从这个角度来进行尝试,以提供另外一个理解人力资源管理HRM实践对知识转移和知识整合效果的作用机制。