473 research outputs found
Choosing to adjust : UK and Swedish expatriates in Sweden and the UK
School of Managemen
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IHRM and expatriation in Japanese MNCs: HRM practices and their impact on adjustment and job performance
Studies of international human resource management (IHRM) have pointed out that Japanese multinational companies (MNCs) tend to use more parent-country nationals (PCNs) than do western MNCs. The ethnocentric staffing policies imply that the management of expatriation has a greater influence on the success of Japanese MNCs. We use survey data from 149 Japanese repatriates to examine the relationship between IHRM practices â selection, preparation and corporate support â and expatriate adjustment and job performance, as well as identify differences by the location of assignment. We find that selection criteria, language ability and familiarity with local cultures are positively related to work adjustment, and that leadership and relational abilities are slightly associated with job performance though there were no significant relationships between considerations for family situations and adjustment or job performance. The results also reveal that HRM practices while abroad, in particular the interactive exchange of information between expatriates and the headquarters, have a significant influence. Pre-departure preparation programs are not related to the dependent variables. The data also suggests that living and working in China is a particular problem for Japanese expatriates
Conceptualising the future of HRM and technology research
This paper examines the role of information technology (IT) directly on one central aspect of work in the twenty-first century, its impact on HRM itself. We use the long-established âHarvardâ model of HRM, offering a more contextualised view of HRM, a more expansive view of stakeholders, and a wider and more long-term approach to outcomes. Applying those principles to the literature on IT and HRM helps us clarify both the advantages and disadvantages to different stakeholders of the intersection between HRM and technology. We show that rapid technological developments offer a new, smart, digital context for HRM practices with the better quality HRM data and enabling a strong HRM ownership by all stakeholders. At the same time, we see a tension in HRM responsibilities between HRM professionals and organizational members who are not directly assigned HRM tasks but are the subject of them. On the basis of that analysis we offer suggestions for future research.©2016 the author(s). Published by Informa UK Limited, trading as Taylor & Francis Group. This is an Open Access article distributed under the terms of the Creative Commons Attribution-NonCommercial-NoDerivatives License, http://creativecommons.org/licenses/by-nc-nd/4.0/, which permits non-commercial re-use, distribution, and reproduction in any medium, provided the original work is properly cited, and is not altered, transformed, or built upon in any way.fi=vertaisarvioitu|en=peerReviewed
Mexico 1968 and South Africa 2010: development, leadership and legacies
In this essay we compare the rationales for hosting the 1968 Olympic Games in Mexico City with the FIFA World Cup 2010 to be held in South Africa. We draw on in-depth interviews, archival materials and a range of press coverage. We argue that three broad overlapping themes are apparent in both case studies. These are the developmental rhetoric both hosts employ in the justification of holding the events in their respective countries. Mexico and South Africa convey a leadership role that stretches across the South American and African continent respectively. Finally, both countries argue that the legacy the respective tournament leaves is important
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Normative and systems integration in human resource management in Japanese multinational companies
Purpose
This paper aims to conceptualise a framework of âtransnational human resource managementâ (HRM) and to demonstrate the validity of the model.
Design/methodology/approach
Evidence is drawn from survey of 93 large Japanese multinational companies (MNCs). Data are analysed through descriptive statistics, hierarchical multiple regression analyses and mediation effect analyses.
Findings
The analysis reveals that the practices for normative and systems integration are associated with increasing levels of social capital and geocentric staffing, respectively, and the social capital and geocentric staffing fully mediate the relationship between normative and systems integration and transnationality.
Originality/value
The research extends the integration theory in international HRM and demonstrates the validity of our framework for transnational HRM. The authors also shed light on the reality of the integration aspects of international HRM in Japanese MNCs
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