The Use of HRM Practice in International and Domestic Organizations

Study 1 -HRM different practices between multinational and domestic companies -Belgium, 1991 and 117 companiesStudy 2 -Examined the HR policies and practices of 478 multinational corporations -Europe, U.S, Japan

(1) what MNC do to attract, retain and motivate people ?(2) how this affect their performance

How different are the HR practice of multinational companies from those of domestic firms ?

Previous Research-

1. Geographical Spread2. MNEs’ complex & diverse3. stakeholders’ influence

The 1991 Survey - Belgium

Occurrence in % of FirmsHRM Practices Domestic (N=46) Multinational (N=71)個人性格檢核 34 62內部僱用升遷決策 21 63新員工的正式介紹 71 47人事經理參與策略規劃 41 72正式人力調配計劃 34 72績效評估或面談 44 83與績效配合之獎勵 15 58高績效之特別報酬 1 23正式的工作評估 11 63員工分配及支援 26 47品管圈 16 28正式申訴管道 61 77分權決策 16 37與員工溝通公司目標 28 60員工認股 37 70

The influence of business sector and strategy on HRM practices

1. High product innovation strategy - quality circle - career guidance programmes - specialised career paths - creativity assessment for new hires2. Industry sector Service Co. - pay to performance - delegate authority to the lowest possible level Manufacturing Co. - job security - flexible working arrangements - financial support to external training courses

3. Management philosophy- delegate responsibility - flexible working arrangements - openly share - quality circle

The 1995 Study- Purcell(1987): Sector and competitive strategy important to attract, select, reward employees ?- 1991 study limits- 1995 study include 478 international co. - European co. such as Nestile’ Philips ABB - U.S Japan - 67% high tec & E

What are the most common HRM strategies and approaches adopted by international organizations ?

- 64 statements- 2 sets of factors

1. 留住並吸引員工的人力資源策略2. 僱用 , 升遷與獎酬員工的準則

- policies and practices to attract and retain a group of qualitfied and motivated people

1. 員工安全保障2. 提供技能訓練與發展3. 內部升遷與僱用4. 職業發展與保障5. 專業技能發展6. 分權且自主性的決策7. 參與團隊合作之機會8. 公平的獎酬標準9. 卓越績效之表揚與獎金10. 公司目標與成果的分享11 預應式的人事規劃及人力資源管理策略

- Criteria for recruiting, rewarding and promoting people1. 創造力2. 資歷3. 組織地位與層級4. 遵從組織之規範與價值觀5. 專業程度與經驗6. 個人績效成就7. 忠誠度8. 國際經驗9. 工作效率與生產力10. 需求與期望

0

20

40

60

80

100

工作保障

訓練

內部升遷

生涯發展

專業化

自主性

團隊合作

獎酬公平

性

認同感

開放文化

人事規劃

SampleCompany

0

20

40

60

80

100

工作保障

訓練

內部升遷

生涯發展

專業化

自主性

團隊合作

獎酬公平

性

認同感

開放文化

人事規劃

Sample

Company

0102030405060708090

創造

資歷

地位

服從

績效

承諾

國際經驗

效率

專業

個人需求

Sample

Company

0

20

40

60

80

100

創造

資歷

地位

服從

績效

承諾

國際經驗

效率

專業

個人需求

Sample

Company

Cluster Analysis

Cluster A:1.Low the sample mean-Employment securityTraining & DevelopmentCareer developmentTeamworkHR planning2. Low importance of-CreativityCommitmentPersonal needs

Above the overall mean for-SpecialisationSeniorityTask efficiency

*Main HR Goal (Strategies) ?

Cluster B1.Above the overall sample mean-Recognise employees’ contributionsOpenly share informationEmployees’ career planning and growthEmployment securityTraining opportunitiesCareer developmentReward people for performance

2.emphasise on-CreativityPersonal achievementsInternational experience

*Main HR Goal (Strategies) ?

Cluster CHigh-AEmployment securityPromotin opportunitiesBRecognizeReward high performance

ProfessionalismPast performanceInternal experience

*Main HR Goal (Strategies) ?

Cluster D:High in allHigh level of teamworkReward & recognition for high performance except training & development

*Main HR Goal (Strategies) ?

How different are European companies from their American and Japanese counterparts?

Japanese-high:TrainingJob SecurityPromotion opportunityEquality

SeniorityEfficiencyConformity

US-high:OpennessEqualityRecognitionCareer developmentTrainingLow:Job securityConformityInternational experience

Personal achievementCommitmentCreativity

European-high:International experiencePersonal needsExpectationsLow:Employee trainingEqualityJob securityRecognition

Different selection, rewards,and promotion between countries:French:Senority

British:CommitmentAchievementLow creativityGerman:EfficiencyInternational experienceLow commitment

Conclusions: