Managing Employee Relations in Multinational Firms

2021 ◽  
pp. 18-44
Author(s):  
Sandeep Yadav ◽  
Latasri Hazarika
Keyword(s):  
Virtual Teams ◽  
Multinational Firms ◽  
Business Environment ◽  
Employee Relations ◽  
Intangible Asset ◽  
Language Differences ◽  
Employee Relation ◽  
Global Labor Market ◽  
Employee Relationship ◽  
Staffing Mix

Employee relations management has become an important intangible asset for the firm in today's employee-centered business environment. The multinational firm (MNCs) operating in various countries or institutional contexts face a unique form of employee relationship management challenges. This chapter focuses on the various employee relation issue in MNCs and provides a conceptual understanding. The chapter identifies language differences in various cultural contexts, staffing mix in various foreign subsidiaries, employee turnover in the global labor market, work-life balance, power conflict between parent firm and subsidiary, and virtual teams management as major employee-relation challenges for MNCs. The chapter explores strategic management of these challenges to have competitive advantages and practical recommendations for the MNCs managers based on the existing literature. Finally, the chapter also provides various gaps in the literature to be explored by future researchers.

scholarly journals CONCEPTUAL FOUNDATIONS FOR IMPROVING THE ASSESSMENT OF THE EFFECTIVENESS OF TERRITORY POSITIONING

2021 ◽  
Vol 71 (3) ◽  
Author(s):  
Elina Boichenko ◽  
Liudmyla Kobyliatska
Keyword(s):  
Cost Effectiveness ◽  
Modern Science ◽  
Well Being ◽  
Business Environment ◽  
Intangible Asset ◽  
Social Nature ◽  
Clean Environment ◽  
Brand Promotion ◽  
Business Entities ◽  
The Cost

The article deals with the problems of positioning the Territory (Country, Region, United territorial communities). When positioning a territory, use only such characteristics that are important, for example, for business entities, investors, residents, or persons who are interested in this territory, and which they focus on when making their choice. It is proved that the results of positioning the territory can be considered the formation of economic, social, and attractive attractiveness of the territory. The essence of economic attractiveness as a set of results of financial and economic activity of the economic complex of the territory and its economic potential is considered. Social attractiveness is considered as a process of creating a qualitative state of the living conditions of society, and above all, increasing the level of its social well-being. Attractivity in the context of forming the attractiveness of the territory is considered as a symbiosis of appropriate household (comfortable) conditions for the life of the population and a clean environment, the existence of a favorable business environment that ensures the efficiency of business activities and creates the basis for meeting the various needs of society. The results of positioning a territory are considered as an intangible asset that has its value. The effectiveness of measures for positioning a territory (country, region, ah) can be determined using appropriate assessments of its effectiveness. In modern science, the concept of "efficiency" is considered an economic category that has independent qualitative and quantitative characteristics. Note that efficiency will be understood as the ratio between the results obtained and the costs (resources) for obtaining these results. When evaluating the effectiveness of territory positioning, we consider comparing the costs already incurred with the results of the positioning procedure. Thus, the importance of improving the assessment of the effectiveness of territory positioning is primarily due to the social nature of these costs. Estimating the cost-effectiveness of territory positioning is significantly complicated. This is because the results of this process (image creation, brand promotion, business reputation formation) are expressed not so much in monetary or value-form, but have an intangible effect. Difficulties in estimating the cost-effectiveness of territory positioning arise due to the uncertainty of the final result, which can only be predicted approximately. Thus, it is advisable to consider the results of positioning the territory as an intangible asset that has its value. The article offers an approach to assessing the effectiveness of territory positioning, which consists of using a system of indicators that combines economic, social, and attractive efficiency.

E-Performance Systems

2011 ◽  
Vol 3 (1) ◽  
pp. 50-57
Author(s):  
Abdulaziz Al-Raisi ◽  
Saad Amin ◽  
Saad Tahir
Keyword(s):  
Performance Management ◽  
Intellectual Capital ◽  
Employee Performance ◽  
Organisational Change ◽  
Business Environment ◽  
Intangible Asset ◽  
Performance Management Systems ◽  
Tangible Asset ◽  
The Impact ◽  
A Company

Organizations are looking for solutions to manage and maximize the performance of their workforce. They recognize that there has been a shift in the business environment from a tangible asset economy to an intangible asset economy. The value of a company is comprised of employee knowledge, brand, and intellectual capital rather than inventories, goods, and machinery. As a result of this, organizations are relying on the technological solutions to monitor and improve employee performance and productivity. Several technological solutions such as Electronics Performance Management Systems (e-PMS) are being used by many organisations to monitor the performance. This paper attempts to assess the impact of e-PMS in the organisational change. A model is proposed based on empirical results.

Virtual team experiences in an emerging economy: a qualitative study

2018 ◽  
Vol 31 (4) ◽  
pp. 778-794 ◽  
Author(s):  
Shubhi Gupta ◽  
Govind Swaroop Pathak
Keyword(s):  
Virtual Teams ◽  
Virtual Work ◽  
Empirical Support ◽  
Virtual Team ◽  
Business Environment ◽  
Human Beings ◽  
Snowball Sampling ◽  
Structured Interviews ◽  
Content Type ◽  
Team Members

PurposeThe purpose of this paper is to document the experiences of team members in order to map the kinds of experiential outcomes that they report while working in virtual teams. The study will help to expand the understanding of various issues related to virtual work arrangements from the perceptions of information technology (IT) professionals in India.Design/methodology/approachThe study was conducted by adopting an exploratory approach with the use of qualitative methodology. The method of sampling adopted was purposive cum snowball sampling. Semi-structured interviews (face-to-face and telephonic) were conducted by taking a sample of 52 respondents, who are employed by IT organisations. The interviews were recorded digitally, transcribed and analysed by using the content-coding approach followed by a thematic analysis.FindingsThe foremost contribution of the study is that it has considered the various motivators and the skills required to be a successful virtual team player. Significant challenges encountered in virtual teams have also been identified.Practical implicationsVirtual teams in the contemporary business environment are evolving with an unparalleled velocity. The findings of the paper have implications for managers, team leaders and change agents regarding how to transform and sustain in the rapidly changing business context of emerging economies.Originality/valueIn the extant literature on virtual teams very little is known about how individual members perceive this new form of teamwork. The findings of the study advance research on the topic of virtual teams by lending empirical support with respect to the interaction effects between IT and human beings. Recommendations have been provided for individual team members and organisations.

Determinants of Employee Relations Climate in Public Sector Undertakings

2002 ◽  
Vol 27 (4) ◽  
pp. 275-284
Author(s):  
Dr P. Ganesan ◽  
V. Samuel Rajkumar ◽  
V. Saravanan
Keyword(s):  
Public Sector ◽  
Working Conditions ◽  
Employee Attitudes ◽  
Personal Relationship ◽  
Employee Relations ◽  
Employee Relation ◽  
Worker Participation

Employee relations are the medium through which both employees and the company mutually co-operate for the maximum satisfaction of the economic, social and psychological wants of all people. The objectives of the study are: (1) to analyse the employee relations climate existing at various levels and (2) to identify the various employee attitudes which determines the employee relations in an organised public sector company. It is concluded that Working conditions, Level of supervision, Communication, worker participation, inter personal relationship etc., induce the employee relation climate in the organisation. By improving these factors, a conducive climate can be achieved. Effective and frequent Counseling for the employees and frequent meetings in all levels of the organisation would also influence the climate, which would result in improved climate and productivity.

scholarly journals Taking off the rose-colored glasses: the influence of crises on employee relationship management

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Audra Diers-Lawson ◽  
Lorraine Collins
Keyword(s):  
Private Sector ◽  
Relationship Management ◽  
Employee Relations ◽  
Content Type ◽  
Original Contribution ◽  
Employee Relationship ◽  
Collective Sensemaking ◽  
The Relationship ◽  
The Rose

Purpose The central aim of this research is to deepen the analysis of the influence that crises have on employee relations by using the stakeholder relationship management model (SRM) to analyze organizational employee relationship management (OERM).Design/methodology/approach This study uses a questionnaire distributed in two organizations (UK-based public sector and private sector) that were experiencing a crisis at the time of data collection. Respondents identified whether they believed the organization was in crisis, if they defined it as in crisis classified what type of crisis it was, and then responded to questions about their relationship to the organization, the organization's post crisis stability and their own behavioral intentions.FindingsThe findings verify the applicability of the SRM in employee relations with three critical findings: (1) employees with higher income in the private sector were significantly less likely to believe their organization was in crisis; (2) the more ambiguous the blame for the crisis, the greater the damage on the relationship between organizations and employees; and (3) collective sensemaking in organizations is essential, but less likely when a crisis has damaged the relationship between employees and organizations.Originality/value In the last 40 years of Employee Relations, the role of crisis in influencing OERM has not been meaningfully explored in the journal. Therefore, the piece makes an original contribution.

Old and New Italian Manufacturing Multinational Firms

2013 ◽  
Author(s):  
Fabrizio Onida ◽  
Giuseppe Berta ◽  
Mario Perugini
Keyword(s):  
Twentieth Century ◽  
Multinational Firms ◽  
World Market ◽  
Business Environment ◽  
New Wave ◽  
Private Business ◽  
Global Business ◽  
Public And Private ◽  
Post War ◽  
Rapid Transformation

Only two Italian multinationals born in very early twentieth century are surviving today (Fiat and Pirelli), while a number of public and private business that in the early post-war period had reached significant positions in the global business environment (such as Olivetti, Montecatini, SNIA, IRI-Ilva, Farmitalia) gradually disappeared or were sold to either Italian or foreign ownership. Since the mid-1980s a new wave of private SMEs ("fourth capitalism") became new protagonists of a rapid transformation from strong exporters to growing multinationals competing in sizeable world market niches. The chapter provides an overview of successes and failures of this peculiar pattern of multinational growth and decline of Italian firms.

Adaptations that Virtual Teams Make so that Complex Tasks Can Be Performed Using Simple E-Collaboration Technologies

2009 ◽  
pp. 1124-1146
Author(s):  
Dorrie DeLuca ◽  
Susan Gasson ◽  
Ned Kock
Keyword(s):  
Virtual Teams ◽  
Business Environment ◽  
Bulletin Board ◽  
Adaptation Theory ◽  
Team Outcomes ◽  
Compensatory Adaptation ◽  
Organizational Problem ◽  
The Face ◽  
Problem Solving Teams ◽  
Collaboration Technologies

Using the theoretical lens of compensatory adaptation theory, this study examines how organizational problem-solving teams adapt to lean media and effectively communicate. We examined several successful virtual teams using a bulletin board as their primary communication medium to perform complex process improvement tasks in their natural business environment. Although some established theories predict failure using lean media, savings from use of simple e-collaboration technologies provide motivation for conduct of virtual teams. Compensatory adaptation theory argues that e-collaboration technologies often pose obstacles to communication, and yet also lead to better team outcomes than the face-to-face medium. This study provides support for that theory. Members of the virtual teams reported adapting their communication to be more focused, clear, precise, neutral, concrete, concise, persuasive, considerate, and complete in order to overcome the obstacles posed by media of low richness. As a result of those adaptations, the teams perceived better quality and achieved success of the team outcome.

Virtual Work Research Agenda

2011 ◽  
pp. 4018-4023
Author(s):  
France Bélanger
Keyword(s):  
Information And Communication Technologies ◽  
Virtual Teams ◽  
Virtual Work ◽  
Communication Technologies ◽  
Business Environment ◽  
Work Environments ◽  
Face To Face ◽  
Work Arrangements ◽  
Information And Communication ◽  
Conducting Research

The paper by Bélanger, Watson-Manheim, and Jordan (2002) addresses the gap between research conducted and practitioner concerns in virtual work. One of the key difficulties in conducting research in this area is the overlap between terms used (McCloskey & Igbaria, 1998; Pinsonneault & Boisvert, 2001). While there are other distributed work arrangements such as hotelling, neighborhood work centers and flextime, most of the previous literature has focused on telecommuting (telework) and virtual teams/ organizations. In this article, the term virtual work represents work environments where individuals spend some time working in a non-face-to-face (FTF) mode, using information and communication technologies to perform work activities. Virtual work environments are increasingly employed by organizations. While there is increased complexity and potential for problems, virtual work strategies allow organizations a great deal of flexibility to compete in a rapidly changing business environment. While existing research provides insights into such environments, it does not clearly deal with major concerns faced by managers (referred to as the “gap” between research and practice). One of the potential reasons for this gap is that practicing managers are concerned with current challenges in their own work setting while academics are concerned with developing more generalizable rules and understanding.

Exploring Environmental Factors in Virtual Teams

2010 ◽  
pp. 572-577
Author(s):  
Teresa Torres-Coronas
Keyword(s):  
Virtual Teams ◽  
Communication Technologies ◽  
Business Environment ◽  
Distributed Teams ◽  
Business World ◽  
Group Problem Solving ◽  
Body Of Knowledge ◽  
New Organizational Forms ◽  
Individual Knowledge ◽  
Effective Group

In today’s competitive business world, global competition forces companies to continually seek ways of improving their products/services. The hypercompetitive business environment has been the catalysts for new organizational forms—the virtual organization and its smaller version the virtual team (Jarvenpaa & Ives, 1994). The advent of new communication technologies has given organizations an opportunity to bring together their distributed workforce. The creation of distributed teams makes possible the incorporation of a wide range of both individual knowledge and expertise into a collective body of knowledge needed to conduct effective group problem-solving activities.

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