The Use of HRM Practice in International and Domestic Organizations.
Transcript of The Use of HRM Practice in International and Domestic Organizations.
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The Use of HRM Practice in International and Domestic Organizations
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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
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How different are the HR practice of multinational companies from those of domestic firms ?
Previous Research-
1. Geographical Spread2. MNEs’ complex & diverse3. stakeholders’ influence
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The 1991 Survey - Belgium
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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
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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
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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
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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
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- 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
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- 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
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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
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40
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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
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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
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20
40
60
80
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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
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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) ?
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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) ?
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Cluster CHigh-AEmployment securityPromotin opportunitiesBRecognizeReward high performance
ProfessionalismPast performanceInternal experience
*Main HR Goal (Strategies) ?
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Cluster D:High in allHigh level of teamworkReward & recognition for high performance except training & development
*Main HR Goal (Strategies) ?
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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
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European-high:International experiencePersonal needsExpectationsLow:Employee trainingEqualityJob securityRecognition
Different selection, rewards,and promotion between countries:French:Senority
British:CommitmentAchievementLow creativityGerman:EfficiencyInternational experienceLow commitment
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Conclusions: