Human resource management practices of large multinational firms in Hungary, 1988–2005

2010 ◽  
Vol 60 (4) ◽  
pp. 427-460 ◽  
Author(s):  
J. Poór ◽  
A. Engle ◽  
A. Gross
Keyword(s):  
Multinational Corporations ◽  
Human Resource ◽  
Multinational Firms ◽  
Management Practices ◽  
Small Sample Size ◽  
Small Sample ◽  
Human Resource Management Practices ◽  
Critical Issues ◽  
Specific Factors ◽  
Corporate Office

A model of human resource (HR) practices in the subsidiary units of multinational corporations (MNC’s) in Hungary was developed from a review of the literature. This model describes the evolution of different HR variables in the light of external (macro) and internal (firm specific) factors. Based on components of this model, an interview-based survey of top level HR executives at 42 subsidiaries of large multinational companies in Hungary was completed. Results suggest that local subsidiary HR executives still maintain significant authority over their functional processes vis-à-vis the corporate office and expatriates are used less now than in earlier stages of development. Critical issues facing these executives varied by stage of competitive development between 1988 and 2005, HR staff continue to have significant in-country head counts, consulting is largely limited to training and development activities and most privately owned subsidiaries perceive unions as a marginal institution in Hungary today. The paper concludes with a series of limitations based on the interview processes and small sample size and a discussion of areas for further regional and national research development relevant to the model.

The Cultural Lens

2021 ◽  
pp. 23-52
Author(s):  
Hilla Peretz ◽  
Lena Knappert
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Performance Appraisal ◽  
Multinational Corporations ◽  
Human Resource ◽  
Management Practices ◽  
Diversity Management ◽  
Future Research ◽  
Human Resource Management Practices

This chapter reviews the literature on the intersection of culture and human resource management. More specifically, the chapter discusses why and how culture accounts for variance in human resource management practices and their outcomes between organizations operating in diverse cultural contexts. To that end, the chapter first provides a summary of how culture is defined and measured and reviews seven established frameworks of culture. Next, the chapter reviews related studies conducted by members of the Cranfield Network on International Human Resource Management and other established scholars in the literature of cultural variance in human resource management practices (i.e., recruitment and selection, performance management and performance appraisal, training and development, compensation and benefits, flexible work arrangement, diversity management, and high-performance work systems) and their outcomes. The chapter concludes with practical implications for multinational corporations and domestic organizations and provides an overview of future research avenues in the field.

scholarly journals Critical issues of human resource planning, performance evaluation and long-term development on the central region and non-central areas

2017 ◽  
Vol 9 ◽  
pp. 184797901668533 ◽  
Author(s):  
Csaba Fogarassy ◽  
Katalin Szabo ◽  
Jozsef Poor
Keyword(s):  
Human Resource ◽  
Best Practice ◽  
Management Practices ◽  
Resource Planning ◽  
Eastern European ◽  
Team Research ◽  
Human Resource Management Practices ◽  
Central Regions ◽  
Critical Issues ◽  
International Research Team

In human resource management practices of various nations, companies have to adapt to the local specifics. This claim is strongly supported by the results of the international Central and Eastern European International Research Team research. Based on the instances of research conducted in various countries, we can clearly see that only the ‘best practice’ is not enough when used exclusively, and a ‘best fit’ perspective has to support it, which optimizes the usage of resources to the local economical–social environment. Our notes revealed that non-central areas have many more employees per human resource (HR) specialist, which may result in excess tasks. In the case of companies from Central Hungary (Nomenclature of Territorial Units for Statistics 2 region), one HR professional usually deals with 55 employees, while in non-central regions, this number may reach up to 112 workers. This means that in non-central areas, HR employees have double the work. Also, their daily operative work may bring in a huge overload, which concerns all functions of HR. Critical issues are HR planning, training, development and keeping talented individuals (talent management), which mean serious questions and problems for companies that are not in the Central Hungarian region.

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