Study Document
Pages:10 (3327 words)
Sources:12
Document Type:Essay
Document:#23257265
Globalisation has presented business organisations with an opportunity to do business internationally. Today, multinational corporations (MNCs) are prevalent, with many commanding immense power in the global marketplace. Nonetheless, operating in the global scene is usually not a straightforward undertaking. The global business environment presents numerous complexities, which MNCs must effectively deal with if they are to be successful (Noorderhaven and Harzing, 2003).
One of the major complexities MNCs face relate to human resource management (HRM). Indeed, managing human resources in the international context can be a daunting task. This is particularly because of considerable cultural, institutional, economic, and political differences across countries (Thite, Wilkinson and Shah, 2012). National (country-of-origin) characteristics tend to influence how MNCs behave in the host country. They influence not only corporate strategy, but also the kind of HRM practices MNCs adopt in the host country (Sethi and Elango, 1999; Yu, Park and Cho, 2007; Cox, 2014; Chung and Furusawa, 2015). For their subsidiaries or overseas operations, MNCs often have to choose between home-country HRM practices and host-country HRM practices. With reference to literature and real life examples, this paper discusses the impact of country of origin on strategic HRM practices in MNCs. The paper specifically demonstrates how national characteristics affect the transfer of HRM practice, how the transfer occurs, and which HRM practices are more likely to be transferred than others.
Chung, C. and Furusawa, M., 2015. The HRM of foreign MNCs operating in Europe. Discussion Paper No. JHD-2015-04, The John H. Dunning Centre for International Business.
Cox, A., 2014. Human resource management in multinational companies. In H. Hasan (Ed.), Being Practical with Theory: A Window into Business Research (pp. 159-167). Wollongong, Australia: Theori.
Ferner, A., 1997. Country of origin effects and HRM in multinational companies. Human Resource Management Journal, 7(1), 19-37.
Ferner, A., Quintanilla, J. and Varul, M., 2001. Country-of-origin effects, host-country effects, and the management of HR in multinationals: German companies in Britain and Spain. Journal of World Business, 36(2), 107-127.
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