Article Abstract:
A new study investigates the use of human resource management and industrial relations (IR) practices of US and UK multinational companies (MNCs) operating in Germany. The effects of German labor and IR institutions are examined, based on case studies of nine US, four British and twelve German companies. It is found that small and medium-sized units of MNCs are better able to avoid pressure from the German legal and institutional environment, although larger affiliates are able to transfer practices from the home country under certain conditions. However, larger firms will be under greater pressure to comply with labour and IR institutions.
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Article Abstract:
A new study investigates the effect of the cultural values of country origin on human resource management (HRM) practices of companies from the UK, US, Japan and Hong Kong operating in Hong Kong. Data from a survey of several hundred companies is used to assess whether HRM practices differ in companies from different countries. It is found that Chinese-owned firms provide less training that their foreign-affiliated counterparts, which supports the theory that country origin modifies HRM practices.
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Article Abstract:
A new study investigates the factors of national environments that may influence human resource management practices in multinational companies (MNCs). The theory that forces linked to globalization have promoted widespread adoption of HRM practices typically used by UK and US multinationals is explored. It is concluded that such 'Anglo-Saxonization' will be tempered by the cultural climate of the MNC's home country.
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