POROVNANIE KULTÚRNE RÔZNYCH SPOLOČNOSTÍ S OHĽADOM NA VYBRANÉ ASPEKTY RIADENIA ĽUDSKÝCH ZDROJOV / COMPARISON OF CULTURALLY DIVERSE COMPANIES WITH REGARD TO SELECTED ASPECTS OF HUMAN RESOURCE MANAGEMENT (original) (raw)
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Вестник Удмуртского университета. Социология. Политология. Международные отношения, 2020
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THE FACT of CULTURAL DIMENSIONS of HR in MULTINATIONAL COMPANIES
Agora Psycho-Pragmatica, 2020
The main aim of this study is to analyze the fact of cultural dimensions on HR in multinational companies, where they are located in Turkey, to see if there is a correlation result between power distance and individualism\collectivism dimensions for an only HR department, rather than including the whole departments of companies. The article examined only two of the six dimensions of Hofstede which are Power Distance and Individualism. It was research conducted to examine the relationship between two different dimensions in the human resources department in multinational companies. Application areas for having interviews with 15 people from three different multinational companies and 104 participants answering the survey in the structure of human resources departments operating in Turkey were selected. The research was created especially about the significance of the lack of theoretical research on culture and cultural practices in Turkey to see to what extent can reflect. According to the test result, it was found that a positive and significant relationship between power distance and individualism\collectivism dimensions in the HR department.
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 ...
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
Human Resource Management in the US, Europe and Asia: Differences and Characteristics
Aim of this study is to discuss differences and characteristics between HRM in the US, Europe and Asia. Divergence can be seen in HRM practices between markets due to cultural and legal differences that enables international firms to adapt local norms. To identify characteristics provides a firm of effectively managing their international HRM practices.Therefore, literature studies demonstrate differenf characteristics in managing human resources between markets.
Human Resources Management in Multinational Companies
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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.
This report discusses main problems of its human resource management practices in the international environment through in detail analysis and provides suitable recommendations so that the company's management would address these issues effectively in the future. The issues pertaining to the culture, recruitment and human resource planning, communications, work motivation, managerial style, rewards and training within the company's international division by using the concepts of international human resource management and cross-cultural management so that it supports employees to work in different national cultures and develop cross-cultural awareness, intercultural relationships and conflict resolutions within its multicultural teams (Meads and Andrews, 2009). By using related concepts and models, thereby the report provides appropriate recommendations to improve them over the next two and half years.
Reflections of Cross Culture HRM
Focusing on HR practices planning and implementing, this paper discusses the various influences upon HRM practices adaptation within multinational corporations (MNCs) under cross cultural context. It is generally acknowledged that cultural differences influence institutions and HRM practices adaptation at national level. However, the paper emphasise more on the other influential factors upon agreeing national cultural and institutional influences on HRM.