scholarly journals HRM PRACTICES ON FOREIGN-OWNED COMPANIES IN HUNGARY

2021 ◽  
Vol 26 (4) ◽  
pp. 7-24
Author(s):  
Ayman Balawi ◽  
Esther W. Wachira
Keyword(s):  
Human Resource ◽  
Multinational Companies ◽  
Current Phase ◽  
Human Resource Practices ◽  
Socioeconomic Environment ◽  
Hrm Practices ◽  
Efficient Management ◽  
Organisational Cultures ◽  
Power Hierarchy

This paper sought to answer the question of how best human resource practices can support organisations in the current phase of internationalisation while still maintaining the local standards of the hosting country? In attempting to answer this question, the paper studied the HRM practices of Foreign-Owned Companies and Hungary's Socioeconomic environment. The study revealed that the Hungarian cultural society was more independent, and power hierarchy was not entrenched in the organisational cultures, highly individualistic, masculine, intolerant towards taking risks, realistic, and culturally restrained. The paper concluded that the increased FDIs and multinational companies in Hungary posed a great challenge to employees' effective and efficient management while still maintaining the host country's local standards.

The relationships between Human Resource Practices on Employee Retention in Malaysian Industrial Settings

2013 ◽  
Vol 1 (2) ◽  
pp. 09-20
Author(s):  
Kim Lian Lee ◽  
Sarvanan Singram ◽  
Christopher Luke Felix
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Appraisal ◽  
Human Resource ◽  
Employee Retention ◽  
Management Practices ◽  
Human Resource Practices ◽  
Manufacturing Companies ◽  
Hrm Practices ◽  
Human Resource Management Practices

Objective - The study explores the relationships between human r esource management practices on employee retention in Malaysian industrial setting s . The human resource management practices such as selection, training and development, performance appraisal and reward were considered in this study as the main factors that impact the employee retention in an organization Methodology/Technique - All d ata used in th is study consist s of respondents of executives and managers in manufacturing companies located in Klang Valley, Malaysia. Data processing and statistical analyses were mainly carried out using SPSS. Reliability test was used to check the con sistency and dimensionality of the scale items. P e a rson Intercorrelation was used to measure the associations among the human resource practices and employee retention and Multiple Regression Analysis to check the criterion - related validity of the scale i tems and to complement the correlation results. Findings - Data from 151 respondents from various industries show ed that the reward was most correlated with employee retention. This is followed by performance appraisal, in which fair and inclusive appraisa l leads to better retention. On the contrary, selection was found to have least significance relationship with employee retention. Novelty - The contribution of the study is in asserting some findings for human resource manager to understand the importanc e of an effective HRM practices on employee retention in the manufacturing industry. Apart from that, this research provides an understanding of some important elements in human resource management practices that are more effective in employee retention. Type of Paper - Empirical Type of Paper - HRM Practices; Employee Retention; Relationship; Significance .

scholarly journals Impact of Strategic Planning on Human Resources Management Practices: An Empirical Study of Iraq

2019 ◽  
pp. 626-633
Author(s):  
Ali Hassan Haraj ◽  
Mohammed Hameed
Keyword(s):  
Strategic Planning ◽  
Human Resources ◽  
Human Resource ◽  
Management Practices ◽  
Human Resources Management ◽  
Human Resource Practices ◽  
Resources Management ◽  
Hrm Practices ◽  
Relationship Of ◽  
The Impact

The main aim of this study is to investigate the impact of strategic planning on human resources management practices. 100 questionnaire was distributed among the managers in the Ministry of Electricity in Iraq and only 59 questionnaire was received. SPSS software was used to analysis the data. The study examines the relationship of strategic planning on HRM practices. The strategic planning has three constructs i.e. Strategic Analysis, Strategic Attitude and Strategic Selection while Human resource practices has four constructs i.e. Selection, Training, Incentives, Performance Evaluation. The findings indicted that significant positive relationship of strategic planning with human resource practices. Hence showing that better strategic planning will result in better HRM practices.

High commitment human resource practices and employee behavior: a multi-level analysis

2018 ◽  
Vol 39 (5) ◽  
pp. 674-686 ◽  
Author(s):  
Jungmin Nam ◽  
Hwansoo Lee
Keyword(s):  
Human Resource ◽  
Social Exchange ◽  
Hierarchical Linear Modeling ◽  
Positive Impact ◽  
Human Resource Practices ◽  
Employee Behavior ◽  
Content Type ◽  
Hrm Practices ◽  
Multi Level ◽  
The Relationship

Purpose The purpose of this paper is to examine the relationship between high commitment human resource practices (HCHRPs), conceptualized at the workplace level and employees’ attitudes, including affective commitment (AC) and turnover intention (TI). The study also tests the moderating role of cooperative labor–management relations (CLMR) between HCHRPs and organizational trust (OT). Design/methodology/approach Based on social exchange theory and trust commitment theory, the authors build a research model that explains employee behavior and empirically prove the model by using samples of 407 employees from South Korea. This study uses hierarchical linear regression and cross-level hypotheses based on hierarchical linear modeling. Findings The results demonstrate the positive impact of HCHRPs on an AC and TI, through OT. However, no moderating effect of CLMR between human resource management (HRM) practices and OT is observed. Originality/value Few theory-based studies test the direct linkage between HRM practices and outcomes. This study is designed with a multi-level research method to provide a conceptually comprehensive and deeper understanding of how HRM practices work in an organization by testing the relationship between organizational practices and employees’ outcomes.

scholarly journals Human Resource Management Practices and Employee Retention

2020 ◽  
Vol 9 (1) ◽  
pp. 30-35
Author(s):  
Archana Yadav
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Power Management ◽  
Human Resource ◽  
Management Practices ◽  
Training And Development ◽  
Work Life ◽  
Annual Reports ◽  
Human Resource Practices ◽  
Hrm Practices

The study aims to assess the predicting role of human resource management (HRM) practices in retaining employees in NTPC Ltd. The company has been successful not only in attracting the best talent in the market, but also in retaining them, according to NTPC’s annual reports from 2013 -17, attrition rate was between .93% to 1% of the Middle Executive. NTPC is a leader not only in the power industry, but also in the market due to its robust HRM practices. Training and development emerged as the most prominent HRM practice during the study, which is also considered the backbone of NTPC Ltd. The company maintains a dedicated Knowledge sharing centre located in Noida, known as the ‘Power Management Institute’ (PMI) which is a world-class learning centre, has collaborated with best institutes in the world and train employees at all levels from entry level to top executive level with ‘planned intervention ‘. Data was obtained from NTPC’s publications maintained in the form of annual reports and ‘Power Management Institute ’annual calendars for the previous five years. A survey was conducted across various plants of NTPC on Middle- Level Executive on human resource practices which are followed in NTPC. HRM practices examined in this study are Security, training and development, quality of work life, compensation, career advancement, Promotion, award and rewards, and work-life balance. Findings indicate that Training and Development and Compensation are the most significant human resource practices in retaining employees and Promotion is the least significant HRM Practice in retaining employees at NTPC Ltd.

scholarly journals DETERMINANTS OF STANDARDIZATION AND LOCALIZATION OF HUMAN RESOURCE MANAGEMENT (HRM) PRACTICES IN MULTINATIONAL COMPANIES’ SUBSIDIARIES: A REVIEW AND IMPLICATIONS

2021 ◽  
pp. 29-42
Author(s):  
Stephen James ◽  
Mawazo. H. Baruti
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Industrial Relations ◽  
Multinational Companies ◽  
Host Countries ◽  
Hrm Practices ◽  
And Performance ◽  
The Individual

Standardization and localization are two debatable concepts in human resource management of Multinational Companies (MNCs) subsidiaries. Standardization involves conducting subsidiaries HRM practices in similar ways as conducted at headquarters of Multinational Companies while localization is adaptation of subsidiaries HRM practices to ways used by local firms in the host countries of subsidiaries. The objective of this paper was to explore determinants associated with standardization and localization of HRM practices in Multinational Companies’ subsidiaries. Method used was a review of literature retrieved from Google, Google Scholar and Jstor as electronic data bases. Interpretation of findings from the literature showed that there were various determinants associated with standardization and localization of HRM practices in Multinational Companies’ subsidiaries and mostly included: cultural and institutional factors, country-of-origin dominance and HRM approaches adopted by Multinational Companies for overseas subsidiaries. It was concluded that the national contexts of the parent and host countries as reflected in the individual determinants had a huge role to play in standardization and localization of HRM practices such as staffing, training and development, compensation, communication, job design, promotion, recognition, job security, industrial relations, and performance management among MNCs’ subsidiaries. The paper also provided implications to international human resource management practitioners. KEY WORDS: HRM practices, Localization, Standardization, Subsidiaries

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