HRM in Transition in Croatian Subsidiaries of MNCs in Line with Central And Eastern European Survey (original) (raw)
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Acta Polytechnica Hungarica
There is only limited literature on HRM (Human Resource Management) in Multinational Companies (hereafter MNC) involvement and its impact on the HR/HRM activities of these firms in Central and Eastern Europe. The current research is part of long-term research cooperation-the Central and Eastern European International Research Team (CEEIRT)-that is composed of researchers from universities across the Central and Eastern European (CEE) region and aimed to describe the relationships within the companies involved-between the influencing factors and the HR solutions applied-in a statistically valid way on basis of two surveys (2008-2009 and 2012-2013).
Acta Polytechnica Hungarica, 2015
There is only limited literature on HRM (Human Resource Management) in Multinational Companies (hereafter MNC) involvement and its impact on the HR/HRM activities of these firms in Central and Eastern Europe. The current research is part of long-term research cooperation-the Central and Eastern European International Research Team (CEEIRT)-that is composed of researchers from universities across the Central and Eastern European (CEE) region and aimed to describe the relationships within the companies involved-between the influencing factors and the HR solutions applied-in a statistically valid way on basis of two surveys (2008-2009 and 2012-2013).
2012
A model of human resource management practices in the subsidiaries of multinational corporations in Slovakia was developed by the Central and Eastern European International Research Team (hereafter CEEIRT) – composed of researchers from universities from the Central and Eastern European Region. This model describes the changes of key HR variables in the light of different firm specific factors. Based on this model, an interview and on-line survey of top level HR executives at 22 subsidiaries of large multinational companies in Slovakia and at 267 foreign owned firms in other CEE countries was completed. The paper describes how these practices and roles have developed in response to the sweeping economic changes within the region and points out the expectations of practitioners for the future. Initially our article focuses on the analysis of previous relevant HR results and models. Next way we present an overview of Foreign Direct Investment (FDI) development in new member states of ...
2015
There is only limited literature on Human Resource Management (HRM) activities in Multinational Companies (hereafter MNC) in the Central and Eastern European region. The research presented below is part of an ongoing research project developed by the Central and Eastern European International Research Team (CEEIRT), a consortium of researchers from universities across the Central and Eastern European (CEE) region with the aim of describing the ongoing patterns of HR practices, policies, practices and pursued by regional MNCs. Statisticians and descriptive results are present from surveys carried out in 2008-2009 and again in 2012-2013.
Human Resources Management in Multinational Companies: A Central European Perspective
Routledge, Taylor & Francis Group, 2023
Human resource management (HRM) has a significant impact on companies' performance, as evidenced by research conducted in multinational companies (MNCs) based in Central Europe. This book provides a unique perspective of activities conducted in the HRM field in local subsidiaries of such enterprises. It also presents results verifying many hypotheses for each of the six models for single HRM subfunctions and their four relationships with the results of company performance. Particular chapters are devoted to activities including staffing the organization, shaping employee work engagement and job satisfaction, conducting employee performance appraisal, employee development, managerial staff development, and employer branding. The author used the Partial Least Squares Structural Equation Modeling to verify the research hypotheses. Readers will acquire knowledge about HRM practices in organizations in which the overwhelming ownership capital belongs to MNCs headquartered in Central Europe. The research findings presented confirm the positive impact that HRM activities have on the results of this type of enterprise in such areas as finance, quality, innovation and HRM itself. The research also sheds light on the new, interesting regularities identified in this regard, e.g. the perception of human factor as a competitive factor. This book will be of interest to academics, researchers, and advanced or postgraduate students who are interested in the latest research on HRM in MNCs in the region of Central Europe.
The challenges of HRM activities at MNC subsidiaries in CEE region: Based on CEEIRT 2015/16 research
2017
Nowadays the human capital becomes one of the key factors of companies' success. Human resource management activities have to contribute to the employees' satisfaction and the companies' business results in the same time. Multinational companies in general have more developed and more effective management practice than local companies. This is the way the subsidiaries of multinational companies (MNC) have an important role in the spreading the modern human resource management (HRM) practice in Central and Eastern Europe (CEE). The aim of this paper is to analyze the challenges of HRM activities at the MNC subsidiaries in CEE region based on 2015/16 CEEIRT research results focusing on Czech Republic, Hungary, Poland, Romania and Serbia. A special attention will be given the following areas: the functions of the headquarters' HR department, the critical areas of HRM, the key competences of HR managers, the knowledge flow and the methods of personal competency developme...
The internationalization of HR function in local subsidiaries of MNCs in CEE countries
After 1990 multinational companies (MNCs) have started to invest and operate in Central and Eastern Europe (CEE), where they have played an important role in the distribution of modern HRM concepts and have been models for the implementation of relevant HRM practices. As MNCs - beside their capital - usually bring also their management philosophy to the region, they contribute to the internationalization of their local subsidiaries. The aim of this paper is to explore the HRM function's level of internationalization in local subsidiaries of MNCs. The analysis has been carried out on data collected through the international benchmark research project Central and Eastern European International Research Team (CEEIRT) during 2012-2013. The sample is made of about 250 companies from five CEE countries (Hungary, Poland, Romania, Slovakia and Serbia), participating in the CEEIRT research project on a voluntary basis. The paper covers issues related to the employment of expats, the role...
Journal of Intercultural Management, 2016
The main goal of the article is to present some selected research findings on HRM business practices in local subsidiaries of multinational corporations in Central Europe in the after-recovery time from the worldwide economic crisis. The main subjects of interest are these kinds of behaviors, activities and opinions which are exhibited by these organizations in association with the business strategies they follow and as a result of their responses to the global economic changes. The article covers such issues as: generic business strategies, competitive factors, centralization and decentralization of HRM at the corporate and local level, responsibility of decisions, critical areas of HRM, competencies of HRM managers and the importance of HRM knowledge flows. The research was conducted in 2016 and the respondents were asked about their HRM practices in a previous year. The presented research findings come from five countries: Hungary, Poland, Romania, Serbia and Slovakia. Although o...
HRM in Transition Economies: The Case of Serbia
South East European Journal of Economics and Business, 2008
HRM in Transition Economies: The Case of SerbiaWhile the convergence vs. divergence debate has gained broad recognition among both HRM scholars and practitioners, it seems that a closer insight into current HRM developments in the South Eastern European transition economies has yet to be achieved. This paper, therefore, aims to highlight current HRM practices in Serbia and address possibilities for implementing the North American HRM model in a highly incompatible cultural setting. Investigation of HRM practices in Serbia is based on the "CRANET survey on Strategic International HRM" (Brewster et al., 2004) and on interviews with the HR managers of 38 randomly selected companies operating in Serbia. The Serbian national culture has been included a priori in the initial research design as an explanatory variable. Research findings suggest that both the incompetence of HR managers and professionals, as well as a slow-moving transition, need to be carefully considered to expl...