This study explores patterns of human resource management (HRM) practices across market economies, and between indigenous firms and foreign MNE subsidiary operations, offering a novel perspective on ...convergence and divergence. Applying institutional theorizing to improve our understanding of convergence/divergence as a process and an outcome, data collected from nine countries at three points in time over a decade confirm that convergence and divergence occur to different extents in a nonlinear fashion, and vary depending on the area of HRM practice observed. Patterns of adoption and convergence/divergence are explained through the effect of institutional constraints, which vary between liberal and coordinated market economies, and between indigenous firms and foreign MNE subsidiaries. Specifically, we expected, and largely found supporting evidence confirming that compensation and wage-bargaining level practices show more evidence of being institutionally constrained, and hence were less likely to converge, than contingent employment, training, and direct information provision practices. The study contributes a more graded conceptualization of convergence/divergence (from constant no difference, through robust convergence, non-robust convergence, non-robust divergence, and robust divergence to constant difference), allowing us to tease out the subtle manifestations of the process that can incorporate the complex dynamic reality of international business.
We currently know little of the role of the corporate human resource (HR) function in multinational corporations regarding global talent management (GTM). GTM is explored here from two perspectives: ...increasing global competition for talent, and new forms of international mobility. The first considers the mechanisms of GTM, and the second, individual willingness to be mobile, especially in emerging markets, and the organizational capability needed to manage this talent. New corporate HR roles are identified which show how these issues might be addressed. We then advance our understanding of GTM theory and practice by considering the major future challenges facing corporate HR.
Employee voice may have positive outcomes for organizations, however, encouraging employees to speak out is not guaranteed unless the organization signals that it is safe and effective for employees ...to do so. In this conceptual paper, we identify core variables that constitute the norms for voice created in organizations across national cultures. Developing a multilevel conceptual framework of employee voice, we explore how organizational norms related to different voice channels provide signals to employees about voice consequences, namely voice safety and effectiveness. Given organizations do not operate in contextual vacuums, we also apply a macro-level consideration of national culture values that influence organizational voice norms to affect safety and effectiveness signals. A conceptual framework and propositions for future research are presented.
•Employee voice is a behavior aimed at improving work-related issues or resolving complaints through formal or informal voice channels.•Organizational norms related to different voice channels signal to employees about voice safety and effectiveness.•National culture values contribute to organizational norms regarding voice channels.
The impact of institutionalized contexts on the HRM activities of multinational firms has become a focus of increasing attention in recent literature. However, theories of how different types of ...business systems or market economies may influence HRM, and the impact of context on multinational corporations (MNCs) operating under these different conditions are still not fully tested. In this paper the influence of the extent of institutional embeddedness of different national contexts (based on varieties of capitalism theory) on the HRM activities of MNCs is explored through the use of extensive survey data from four countries: the UK, Germany, the Netherlands and Sweden. Evidence is found of differences in HRM practices between foreign- and domestic-owned MNCs, as well as between MNCs and domestic organizations. Although less than expected, the restricted amount of leeway within a coordinated economy also appears to have differential effects on the various HRM practices explored in these foreign and domestic organizations.
Chinese people generally show flexibility in obeying formal rules and emphasize rules in terms of virtue. In such a cultural background, we explore the effects of ethical leadership and ethical ...idealism on employee pro-social rule-breaking behavior (PSRB). Our study incorporates individual traits and situational factors to present a holistic view of the antecedents of pro-social rule-breaking behavior. Our findings shed light on a new cognitive mechanism—perceived norms—of social cognitive theory and show the boundary condition—moral idealism—of social cognitive theory.
In times of the “Brexit” and “America First” policies, several industrialized countries' governments are turning toward more national‐oriented migration policies. Simultaneously, societal aversion to ...immigration is growing. Both trends are sending negative signals to highly skilled employees and making immigrants feel that they are no longer welcome. Consequently, international careers are becoming uncertain, risky, and unpredictable. This new reality in industrialized knowledge‐based economies may affect firms' talent pool and the skill set available to a country. To shed light on the new environment of international human resource management, we interviewed Mary Yoko Brannen and David Collings, leading experts in the field, to explore their perspective on how the field is changing. The interviews reported here uncover fascinating insights, including the need to counteract the globalization fears in the West of the predominantly White working and lower‐middle class through education. Companies may also rethink their organizational boundaries and the notion of traditional employees by using their agility to counteract the political forces harming their talent pool strategy.
To date, literature on HRM system strength has been largely universalistic, that is, it has not considered the implications of context. This is problematic as it overlooks a more detailed exploration ...of the outcomes of HRM system strength in different situational settings. Adopting a contingency approach, we develop a multilevel conceptual framework and propositions for future research that incorporate context at a societal level, focusing on national culture values. By adopting a cross-cultural lens, we are able to explore the effects of cultural values on the relationship between employee perceived HRM system strength and employee attitudinal and behavioral outcomes. Furthermore, we apply the notion of cultural tightness/looseness, questioning the degree of national cultural value effects in all settings. Our work contributes to the HRM process field in general and HRM system strength in particular by questioning the assumption of universality, and highlights implications for practice and future research.
Unimplemented creative ideas are potentially wasted opportunities for organisations. Although it is largely understood how to encourage creativity among employees, how to ensure this creativity is ...implemented remains underexplored. The objective of the current study is to identify the underlying mechanisms that explain the relationship between high‐performance work systems and creativity implementation. Drawing from the job demands–resources model, we explore a model of psychological capital and psychological safety as mediators in the relationship between high‐performance work systems and creativity implementation. Based on 505 employee survey responses, the findings show support for the mediating relationships, highlighting the importance of psychological mechanisms. The study has important implications for HRM, uncovering how people management practices can encourage creativity implementation in the workplace.
PurposeThe issue of age in organizations has become increasingly salient given expanding age profiles, from millennials to baby boomers. The purpose of this article is to improve the understanding of ...how age affects individuals' work-related attitudes and behaviors, the authors take a life span perspective to investigate how age profiles moderate the relationship between job resources and work engagement and organizational citizenship behavior (OCB).Design/methodology/approachThe authors collected responses from 270 employees of multinational firms operating in India and conducted multiple regression analyses to examine the hypotheses.FindingsThe authors found that age profiles are significant predictors of work engagement. Specifically, the relationship between development opportunities and work engagement was stronger for younger employees than for older employees. However, age profiles were neither positively related to OCB nor a moderator of the job resources–OCB relationship.Originality/valueThe findings provide empirical evidence of the life span perspective, suggesting that age profiles influence work engagement. This is pertinent for organizations offering employees development opportunities to enhance work engagement.
The book explores how strategic human resource management has implications for performance, through underlying theory, research evidence, examples from practice, and tools for practitioner ...application. The book presents not only details of how a strategic human resource management system might be effective in an organization, but also why.
PDF
