Clanism: Definition and Implications for Human Resource Management (original) (raw)
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HRM Comparative Performance and Practices within MNCs’ subsidiaries in Kazakhstan
Eurasian journal of economic and business studies, 2022
The issue of human resource management (HRM) is critical to economic growth, particularly in the countries like the Commonwealth of Independent States (CIS) and in the transition economies of Central and Eastern Europe (CEE). The growing number of multinational corporations (MNCs) as one of the main drivers of the internationalization process in the HRM sector has attracted considerable attention from management scholars worldwide. The aim of this report is to discuss and analyse HRM performance and HRM practices in subsidiaries of MNCs in Kazakhstan, as the largest recipient of foreign direct investment (FDI) among CIS countries. The methodological approach of this study is based on the analysis of Poór et al. (2017) work on HRM performance and practices combined by cross-cultural management (CCM) of HRM in GLOBE study (House et al., 2004). It found that the subsidiaries of the MNCs in Kazakhstan tend to adopt the divergence of HRM functions and practices instead of the convergence concept by giving more freedom to the local HR departments in managing their HR roles and strategies. In terms of leadership style, Kazakhs prefer charismatic and team-oriented styles and belong to the societal cultural practices in the cultural dimensions of power distance and group collectivism. The implication practices of the study may help HR practitioners in both private sectors and public government administrations to understand about the importance of HRM policies and practices characteristics and behaviours amongst the MNCs subsidiaries a country, in achieving and improving labor productivity and business efficiency.
The Impact of National Context Effects on HRM Practices in Russian Subsidiaries of Western MNCs
Journal of East-West Business, 2016
This paper contributes to the research on comparative human resource management by providing a model of the Russian business system and its impact on HRM practices at Russian subsidiaries of Western MNCs. Whitley's approach was adopted in order to illustrate the links between institutional arenas, business systems, and HRM practices. The empirical part is based on interviews with senior HR managers of Western MNCs operating in Russia. The findings provide insight into the interaction between the national business system and HRM practices in Russia.
The paper deals with the issue of international human resources management, with special attention being paid to the transfer of HRM practices from the countries where the parent company resides in to the countries where the branches of international companies were established. The paper presents the results of the research carried out in the Slovak Republic. The aim was to find statistically significant differences in selected aspects of HRM between companies with different culture (companies whose parent companies reside in a country with different culture). The research focused on the comparison of American, German, Japanese (or Asian) and Slovak companies operating in the Slovak Republic. The research has confirmed the existence of statistically significant differences in the employment of expatriates and in some aspects of employee remuneration, namely the use of age criteria and the number of years worked. Key words: International human resource management, human resource management practices, HRM practices transfer, culture
Вестник Удмуртского университета. Социология. Политология. Международные отношения, 2020
Recent years have witnessed the rapid development of Human Resources Management. Nowadays HR issues are significant not only in domestic market but also, because of globalisation process, they are becoming more important in international companies relation. In such circumstances companies have to face new challenges and create appropriate conditions for multicultural working. Studies of Hofstede (1980) show the importance of place and culture in which people have grown up to their feelings and behaviours. Recently, researches have examined the effects of culture in International Human Resource Management. Cultural differences determinate HRM activities in most of the company subsidiaries areas of action (Schneider and Barsoux, 1997). This practise begins from staffing policy, then it is going through knowledge sharing to talent management. Thanks to effective HRM practices in these areas companies creates future competitive position (Ahmad and Schroeder, 2003). That process is stren...
2000
Le ModeÁ le de Culture Fit explique la manieÁ re dont l'environnement socioculturel influence la culture interne au travail et les pratiques de la direction des ressources humaines. Ce modeÁ le a e te teste sur 2003 salarie s d'entreprises prive es dans 10 pays. Les participants ont rempli un questionnaire de 57 items, destine aÁ mesurer les perceptions de la direction sur 4 dimensions socioculturelles, 6 dimensions de culture interne au travail, et les pratiques HRM (Management des Ressources Humaines) dans 3 zones territoiriales. Une analyse ponde re e par re gressions multiples, au niveau individuel, a montre que les directeurs qui caracte risaient leurs environnement socio-culturel de facË on fataliste, supposaient aussi que les employe s n'e taient pas malle ables par nature. Ces directeurs ne pratiquaient pas l'enrichissement des postes et donnaient tout pouvoir au controà le et aÁ la re mune ration en fonction des performances. Les directeurs qui appre ciaient une grande loyaute des
Baltic Journal of Management, 2006
Purpose -The aim of this paper is explore how organizational culture is influenced by collectivism in Russia and draw some recommendations from human resources perspective because Russia differs from most Western countries in several ways, one of the key ones being a much higher tendency to collectivism. Design/methodology/approach -The survey questionnaires were used in order to discover interrelations between characteristically collectivism and organizational culture. Organizational culture was turned into the task and relationship orientations approach and three levels of collectivism were distinguished. A total of 586 employees working for various organizations in Russia participated in this study. Findings -First, it was discovered that Russians hold collectivistic attitudes (familism and patriotism) showing correlation with both orientations (task and relationships) of organizational culture. The results show that familism is negatively correlated with task orientation, while Patriotism is positively correlated with task and relationship orientations. These findings make it possible to develop recommendations for human resources management (HRM).
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).