Multinational firms from emerging economies in Africa: implications for research and practice in human resource management

2015 ◽  
Vol 26 (21) ◽  
pp. 2653-2675 ◽  
Author(s):  
Fang Lee Cooke ◽  
Geoffrey Wood ◽  
Frank Horwitz
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Emerging Economies ◽  
Multinational Firms ◽  
Research And Practice

scholarly journals Lordly Management and its Discontents: ‘Human Resource Management’ in Pakistan

2021 ◽  
pp. 095001702199736
Author(s):  
Syed Imran Saqib ◽  
Matthew MC Allen ◽  
Geoffrey Wood
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Emerging Economies ◽  
Banking Industry ◽  
New Institutionalism ◽  
Early Career ◽  
Hrm Practices ◽  
Power Differentials ◽  
Cultural Script

New institutionalism increasingly informs work on comparative human resource management (HRM), downplaying power and how competing logics play out, and potentially providing an incomplete explanation of how and why ‘HRM’ and associated practices vary in different national contexts. We examine HRM in Pakistan’s banking industry and assess how managers’ espoused views of HRM practices reflect prevailing ones in dominant HRM models, and how they differ from early-career professionals’ perceptions of these practices. The cultural script of ‘seth’ (a neo-feudalist construction of authority) influences managers’ implementation of HRM policies and competes with the espoused HRM logic. We argue that managers will pursue a ‘seth’ logic when managing employees, as it reproduces existing power differentials within companies. By doing so, they render HRM unrecognizable from dominant models. Indeed, by using the term ‘HRM’, much of the existing, new institutionalism-influenced literature rationalizes a particular view of organizations and management that is inappropriate and analytically misleading in emerging economies.

Suzhi: an indigenous criterion for human resource management in China

2014 ◽  
Vol 5 (2) ◽  
pp. 129-143 ◽  
Author(s):  
Liguo Xu ◽  
Pinging Fu ◽  
Youmin Xi
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Content Type ◽  
Research And Practice ◽  
Indigenous Management ◽  
Hrm Practices ◽  
Knowledge Based ◽  
Different Dimensions

Purpose – The purpose of this paper is to conceptualize the indigenous concept of suzhi at individual and organizational levels, and identify its dimensions for human resource management (HRM) research and practice in China. Design/methodology/approach – Based on a comprehensive review of suzhi literature, Chinese cultural and historical literature, as well as Western mainstream HRM research, a multidimensional suzhi framework is conceptualized. Findings – As an indigenous expression, suzhi can be and has been adopted for Chinese HRM research and practice. As a multidimensional construct, one’s cognitive suzhi is jointly determined by corresponding moral suzhi, wenhua (knowledge-based) suzhi and zhuanye (professional) suzhi. Cognitive suzhi, in turn, determines one’s behavioral suzhi that drives employees to enhance organizational performance, and this relationship is moderated by psychological suzhi. Research limitations/implications – The proposed framework provides new insight for Chinese indigenous management research, particularly in developing suzhi measurement for different dimensions. It also informs HRM practices in recruiting, selection, performance analysis and employee career development. Originality/value – The complexity of suzhi dimensions from an organizational HRM perspective is analyzed. The resulting suzhi framework offers new insight for HRM research and practices in China.

Human resource management transfer challenges within multinational firms

2018 ◽  
Vol 41 (7) ◽  
pp. 860-877 ◽  
Author(s):  
Nana Yaw Oppong
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Host Country ◽  
Multinational Firms ◽  
Home Country ◽  
Parent Company ◽  
Content Type ◽  
Cross Border ◽  
Best Fit

Purpose The paper aims to trace the challenges that multinational companies (MNCs) face as they grow out of their national borders into foreign countries and how they attempt to transfer human resource management (HRM) policies and practices across their subsidiaries for a best-fit HRM model. Design/methodology/approach The paper uses the dilemma theory (involving two opposing values which doing one without the other creates a disadvantage but both cannot be done together) as the main analytical tool and reviews scholarly literature on MNCs’ HRM transfers for the assessment of the transfer challenges. Findings It is found that MNCs face a dilemma as to how to find best-fit between home-country HRM requirements and host-country demands. In the face of this dilemma, MNCs attempt to build synergy between home-country requirements and host-country demands for a best-fit HRM that is beneficial to both the parent company and their foreign subsidiaries. Despite the best-fit HRM practices to diffuse the tension, parent company has greater influence in the final synergy product which is the trade-off between home-country HRM label and host-country contextual demands, thereby advancing the dominant HRM option of the dilemma. Practical implications MNCs should be aware of the possible challenges as they internationalise and should equally be aware that though they may build a synergy (a blend of workable headquarters and subsidiary HRM), the final product will continue to favour headquarters’ HRM policies and practices. Originality/value The paper generates theoretical implications into the issues and challenges that arise with HRM transfers within multinational firms by examining how the dilemma theory sheds light on the transfer process and challenges from the dominant-contextual tension till the fight for best-fit HRM. It also contributes to the development of cycle of cross-border HRM dilemma, cross-border HRM transfer framework and Synergy-Dominant theory.

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