scholarly journals Expatriate Satisfaction and Motivation in Multinational Corporations

2021 ◽  
Author(s):  
Yanghua Zhou
Keyword(s):  
Theoretical Analysis ◽  
Multinational Corporations ◽  
Employee Satisfaction ◽  
Management Practices ◽  
Career Change ◽  
Satisfaction Degree ◽  
Sales And Marketing ◽  
Human Resource Management Practices ◽  
The Usa ◽  
Regional Cultures

Employee satisfaction and motivation have an important influence on individual employees and the performance of companies. In international business and marketing, where expatriates play important roles, regional cultures and institutional factors impact their satisfaction and motivation. This chapter aims to find out what kind of regional cultures and institutions have an impact on employee satisfaction and motivation in multinational corporations (MNCs), using theoretical analysis and the results from around 100 Japanese expatriates’ questionnaires. It was possible to find the satisfaction and motivation-related characteristics of expatriates in MNCs from the results of their interviews and the questionnaire survey, which indicated that Japanese expatriates working in the USA, Singapore, and Indonesia had a higher job satisfaction degree than those working in cultural regions, such as China, Taiwan, and Australia. Moreover, the results showed that compared with other industries, in the sales and marketing industry, the Japanese expatriates had the lowest satisfaction degree after repatriation, although their satisfaction degree was higher during expatriation and after a career change. The reasons relating to regional cultures and institutions, and some methods and human resource management practices in international marketing and trading that were analyzed are expected to raise expatriates’ satisfaction and motivation.

Foreign investors' choices in China: going it alone or in partnership?

2002 ◽  
Vol 21 (2) ◽  
pp. 137-150
Author(s):  
Daniel Yan ◽  
Malcolm Warner
Keyword(s):  
Multinational Corporations ◽  
Foreign Investment ◽  
Government Policy ◽  
Management Practices ◽  
Dynamic Approach ◽  
Foreign Investors ◽  
Business Plans ◽  
Indigenous Management ◽  
Human Resource Management Practices ◽  
Mode Of Operation

This article argues that sino-foreign joint ventures (SFJVs) and wholly foreign-owned enterprises (WFOEs) have been influenced by a number of ongoing changes, for example, government policy toward foreign investment, indigenous management practices, human resource management practices and the nature of investment. In its overview of the longitudinal changes in these four areas, it suggests that foreign investors do not necessarily make an either WFOE or SFJV decision when considering their desirable mode of operation in China. Meanwhile, it argues that multinational corporations should take a dynamic approach to constantly re-position themselves as SFJVs in their business plans with respect to the mentioned areas, so as to achieve the best result as China enters the WTO. Finally, this analysis sets out a preliminary ‘Dynamic Positioning Model’ of these two modes of operation in China, which serves as a foundation on which further hypotheses can be built.

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.

scholarly journals The influence of human resource management practices on job satisfaction

2020 ◽  
pp. 217-222
Author(s):  
G. O. Mazhiyeva
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Employee Satisfaction ◽  
Online Survey ◽  
Management Practices ◽  
Statistical Significance ◽  
Factors Affecting ◽  
Human Resource Management Practices ◽  
The Impact

Organizations that want to improve their performance should focus on the satisfaction of their employees, because employees who are satisfied with their work are the largest asset in the organization, while unsatisfied employees are its biggest problems and obligations. Much attention should be paid to the problem of measuring employee satisfaction in an organization, since this circumstance clearly describes the current situation of the organization. Understanding how satisfied employees are with the job contains useful information to predict their future behavior and make the right managerial decisions. Human resource management can overcome many challenges by offering various methods that increase employee satisfaction. These methods will help the organization work better. It is imperative that organizations maximize the impact of supportive human resource management practices. The article presents the results of a study aimed at studying human resource management practices affecting employee satisfaction. The study was conducted by an online survey among employees of educational institutions of the city of Almaty. The results revealed practices that significantly affect employee satisfaction, in particular: training and development; awareness raising; democratic approach and fair distribution of power, the provision of authority; providing employment security; stimulation of self-realization and career advancement; initiative management. The socio-demographic factors affecting employee satisfaction were also identified. Indicators such as gender and income showed a high level of statistical significance.

scholarly journals HRM Practices and it Impact on Employee Satisfaction: A Case of Pharmaceutical Companies in Bangladesh

2013 ◽  
Vol 2 (3) ◽  
pp. 62-67 ◽  
Author(s):  
Mostafizur Rahman ◽  
Rafia Akhter ◽  
Solaiman Chowdhury ◽  
Saiful Islam ◽  
Reiazul Haque
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Employee Satisfaction ◽  
Industrial Development ◽  
Large Scale ◽  
Management Practices ◽  
Pharmaceutical Companies ◽  
Satisfaction Level ◽  
Human Resource Management Practices

The manufacturing and service sectors in Bangladesh have been growing rapidly since the beginning of twenty first century. From the beginning of the industrial development in Bangladesh, some sectors including pharmaceutical are demonstrating  extraordinary performance in manufacturing process. The study has been conducted on four large scale pharmaceutical companies based on their employees’ response. Various statistical tools were used including mean, z-test, proportion analysis etc. to analyze the satisfaction level of employees upon the critical aspects of human resource management practices. In this study, it has been aimed to assess the employee satisfaction on human resource management practices of pharmaceutical companies in Bangladesh. The human resource management practices are directly linked with the human resources of any organization. The findings of this study illustrate that the recruitment & selection, and training & development are in state of employee satisfaction level except all other aspects of human resource management practices are poor. For the success of the pharmaceutical companies it is crucial time to make the workforce more effective and efficient by practicing the human resource management aspects in their every level of work life.

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.

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