Variations in human resource management in Asian countries: MNC home-country and host-country effects

1998 ◽  
Vol 9 (4) ◽  
pp. 653-670 ◽  
Author(s):  
Johngseok Bae ◽  
Shyh-Jer Chen ◽  
John J. Lawler
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Host Country ◽  
Home Country ◽  
Asian Countries ◽  
Country Effects

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.

The Diffusion of Employment Practices in Multinationals: `Americanness' within US MNCs in Spain?

2008 ◽  
Vol 50 (5) ◽  
pp. 680-696 ◽  
Author(s):  
Javier Quintanilla ◽  
Lourdes Susaeta ◽  
Rocío Sánchez-Mangas
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Multinational Corporations ◽  
Human Resource ◽  
Host Country ◽  
Management Practices ◽  
Critical Role ◽  
Industrial Relations ◽  
Successful Implementation ◽  
The Impact

Drawing on several theoretical perspectives, including institutionalism and strategic choice, this article examines the impact of home and host country national business systems on the diffusion of human resource management practices by American multinational corporations to their subsidiaries in Spain. Our evidence suggests that the tight control that American multinational corporations usually exert over their subsidiaries has recently increased. In most of the case studies, successful implementation of corporate human resource policies has mainly been achieved due to the degree of malleability and openness that characterized the Spanish business system. However, increased control also reflects the legitimacy given to managerial human resource practices originating in the USA and the willingness of host country managers to implement corporate policy. To this extent, it can be argued that subsidiary management plays a critical role in the configuration and implementation of human resource management and industrial relations policies and practices in multinational corporations.

scholarly journals International Human Resource Management Practices in Automotive Industry in Pakistan: Implications for Economic Growth

2017 ◽  
Vol 12 (2) ◽  
pp. 136
Author(s):  
Muhammad Ahmed Butt ◽  
Paul Katuse
Keyword(s):  
Economic Growth ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Host Country ◽  
Automotive Industry ◽  
International Human Resource Management ◽  
Global Standardization ◽  
International Human ◽  
Sustainable Economic Growth

The purpose of this article is to examine the drivers of global standardization and localization of International Human Resource Management (IHRM) practices internalized by Pakistan’s automotive industry leading to sustainable economic growth. The authors have studied the IHRM determinants influencing the automotive manufacturers, and have assessed its impact on sustainable economic growth. Analysis is developed on the antecedent IHRM theories and literature in the backdrop of Pakistan’s automotive industry. The study highlights the paramount aims of host-country IHRM practices viz global standardization and localization, its impact on host-country organization’s performance and resultant effect on sustainable economic growth. The article has focused, in subtle manner, on improving the explicit understanding on IHRM practices viz global standardization and localization drivers to achieve both growth for the industry and sustainable economic development of the country. The study is based on already generated literature thereby limiting the generalizability thereof, and provides a review of IHRM practices and outcomes in automobile sector in the growth context. The results have presented guidelines to researchers and practitioners doing research in human side in automotive industry providing impetus for growth, both at industry and country level.

Human Resource Management in Asia

2021 ◽  
pp. 343-366
Author(s):  
Fang Lee Cooke ◽  
Vivien T. Supangco ◽  
Neil Rupidara
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Asian Countries ◽  
Organizational Settings ◽  
Organizational Conditions ◽  
Skills Shortage ◽  
Theoretical Perspectives ◽  
Workforce Aging ◽  
Technological Competences

This chapter reviews key characteristics and developments of human resource management (HRM) in Asian countries against the backdrop of their rich historical features and the rapidly changing landscape on many fronts. It takes stock of what has been researched in the HRM field and the theoretical perspectives underpinning it. There is a growing trend for positivist HRM studies of hypothesized organizational conditions and individual behaviors, at the expense of in-depth qualitative studies of the motivations, actions, and interactions of social groups, and outcomes in specific organizational settings. It is clear that Asian countries are advancing at a rapid pace in their economic development, powered by growing technological competences. However, each nation-state is confronted with a different set of HRM challenges, ranging from skills shortage to workforce aging, informalization of employment, changing expectations, behavior of the workforce, and so forth. We argue that the understanding of people management in workplaces must take into account a range of institutional, cultural, organizational, and individual factors. We also argue that HRM research needs to be engaged with real and live issues that are confronting employing organizations and individuals, with the aim of adding social value and extending our intellectual horizon.

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