Western European HRM: reactions and adjustment to crises

This chapter shows that there are many pressures on European multinational corporations (MNCs) to design their Human Resource Management (HRM) configurations in ways that facilitate both the globalization of their people management function, each of which may be characterized by different patterns of continuity and change. It presents a mezzo-level perspective, with mezzo being defined as the middle level. The chapter identifies a series of cross-national trends and developments that are also intimately linked to organizational level responses. It focuses on the various contributions that are to come and signal why and in what ways the discussions that they raise are important for the field. The chapter includes five International Human Resource (IHRM) issues: developments in the not for profit (NfP) sector, the impact of HRM in overseas MNCs operating within Europe, the pursuit of corporate responsibility strategies, demographic trends in relation to age and diversity, and international migration.</p

Western European HRM: reactions and adjustment to crises

This chapter shows that there are many pressures on European multinational corporations (MNCs) to design their Human Resource Management (HRM) configurations in ways that facilitate both the globalization of their people management function, each of which may be characterized by different patterns of continuity and change. It presents a mezzo-level perspective, with mezzo being defined as the middle level. The chapter identifies a series of cross-national trends and developments that are also intimately linked to organizational level responses. It focuses on the various contributions that are to come and signal why and in what ways the discussions that they raise are important for the field. The chapter includes five International Human Resource (IHRM) issues: developments in the not for profit (NfP) sector, the impact of HRM in overseas MNCs operating within Europe, the pursuit of corporate responsibility strategies, demographic trends in relation to age and diversity, and international migration.</p

Additional file 1: of Significant pain variability in persons with, or at high risk of, knee osteoarthritis: preliminary investigation based on secondary analysis of cohort data

Table S1. Response rates at each follow-up, by presence or absence of significant pain variability at baseline. (DOCX 14 kb

Balancing rigour and relevance: The case for methodological pragmatism in conducting large-scale, multi-country and comparative management studies

Collecting large-scale comparative management data from multiple countries poses challenges in demonstrating methodological rigour, including the need for representativeness. We examine the rigour of sample representativeness, the counterbalancing effect of sample relevance, and explore sampling options, equivalence across countries, data collection procedures and response rates. We identify the challenges posed by cross-national survey data collection, and suggest that the ideal research designs presented in much of the literature might not be practical or desirable in large-scale, multi-time-point, cross-national comparative management studies because of the need to ensure relevance across such contexts. Using the example of Cranet – a large-scale, multi-time-point, cross-national survey of human resource management – we offer suggested solutions for balancing both rigour and relevance in research of this natur

On the uptake of flexible working arrangements and the association with human resource and organizational performance outcomes

The aim of this study was to identify bundles of flexible working arrangements (FWAs) from data provided by 1,064 organizations in seven EU countries, and to relate bundle membership to demographic variables and human resource (HR) and organizational performance outcomes. Using Ward's hierarchical clustering algorithm we identified four distinct bundles of FWAs based on the uptake of twelve individual FWAs across the sample of organizations. Bundle 1 represents organizations engaging in a high level of annual hours contracts; bundle 2 represents more traditional work practices; bundle 3 represents organizations mainly offering shift-work and bundle 4 represents organizations with a high uptake of flexi-time. The demographic profile of organizations recorded across each of the four bundles was significantly different. Finally, significant associations were found between the bundle membership and employee turnover (p< 0.001), absenteeism (p < 0.001) and productivity (p< 0.015). The implications of these results are discussed and directions for future research are proposed

Introduction: human resource management and employing service leavers and veterans

This special issue focuses on research on recruiting and employing military veterans and Human Resource Management (HRM) interventions to support Service leavers in successfully transitioning from active service to civilian work. The volume includes contributions that give insight into the experiences of diverse groups of veterans in making career changes. They also consider how employers can enable veterans to secure work that matches their skills, make the cultural adjustment from military to civilian life, and assimilate into a new work environment. In this introduction, we discuss the main themes of the special issue, ideas for future research, and practical outcomes for employers.</p

Institutional duality and human resource management practice in foreign subsidiaries of multinationals

We examine how institutional context affects the decisions that subsidiaries of multinational corporations (MNCs) make in pursuing particular human resource management (HRM) practices in response to institutional duality. Drawing on Varieties of Capitalism, along with the concept of intermediate conformity, we argue that the use of particular HRM practices by MNC subsidiaries will differ depending on both the combination of home and host institutional contexts, and on the nature of the particular practice under consideration. Using data from a survey of HRM practices in 1196 firms across 10 countries, we compare HRM practices in subsidiaries located and head quartered in different combinations of liberal and/or co ordinated market economies. Our study suggests MNC subsidiaries conform only to the most persuasive norms, while exercising their agency to take advantage of the opportunities presented by institutional duality to adopt practices that distinguish them from indigenous competito

Introduction: human resource management and employing service leavers and veterans

This special issue focuses on research on recruiting and employing military veterans and Human Resource Management (HRM) interventions to support Service leavers in successfully transitioning from active service to civilian work. The volume includes contributions that give insight into the experiences of diverse groups of veterans in making career changes. They also consider how employers can enable veterans to secure work that matches their skills, make the cultural adjustment from military to civilian life, and assimilate into a new work environment. In this introduction, we discuss the main themes of the special issue, ideas for future research, and practical outcomes for employers.</p