French multinational companies' HRM in China: strategic orientation and integration approaches

Jiang, Cuiling; Yahiaoui, Dorra

doi:10.1080/13602381.2018.1507283

Cited by 11 publications

(23 citation statements)

References 26 publications

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“…The findings suggest that subsidiaries applied ethnocentrism in training and development programmes (as also demonstrated in a study by Michailova and Hollinshead, 2011). Like in other developing countries (Jiang and Yahiaoui, 2019), inpatriate managers travelled to HQ for training and induction programmes, and training centres/schools were used to achieve what Patel et al (2019) noted as socialising of employees to align subsidiary HRM practices.…”

Section: Discussionmentioning

confidence: 99%

“…Beechler and Yang (1994) noted, for instance, strong resistance to the transfer of Japanese HRM practices in unionised subsidiaries in the US. Mechanisms multinationals use in the transfer of HRM practices include use of expatriates (Michailova et al , 2016), inpatriates (Jiang and Yahiaoui, 2019), socialisation (Gaur et al , 2019), staff selection and training (Zhou et al , 2018) and conferences and virtual interactions by HR managers (McDonnell et al , 2011).…”

Section: Literature Backgroundmentioning

confidence: 99%

“…While ethnocentric MNEs usually fill senior subsidiary vacancies with expatriates who exercise control over subsidiaries’ operations (Jiang and Yahiaoui, 2019), when they appoint local managers, they determine how subsidiaries should act (McDonnell et al , 2011). Ethnocentrism typically disempowers local managers who are denied discretion in applying culturally accepted practices that could enhance performance (Siebers et al , 2015).…”

Section: Literature Backgroundmentioning

confidence: 99%

“…This usually occurs in a prescriptive manner, and practices transferred internationally are full of Westernised business philosophy without sufficient knowledge of the local context (Michailova and Hollinshead, 2011). Jiang and Yahiaoui (2019) observed that HQ of French MNEs applied ethnocentrism in decisions regarding methods of recruitment and selection, job description and training contents, components and details of compensation and benefits, employee appraisal, communication and participation. European and US MNEs used expatriates, training programmes and socialisation to transfer corporate HQ HRM practices to their Greek subsidiaries (Myloni et al , 2007).…”

Section: Introductionmentioning

confidence: 99%

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Ethnocentric HRM practices: evidence from Western MNEs in Ghana

Azungah¹,

Hutchings

Michailova

2020

IJOEM

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PurposeThis paper examines Western multinational enterprises’ (MNEs) application of ethnocentrism in human resource management (HRM) practices utilised in their subsidiaries in Ghana. The practices examined include recruitment and selection, training and development, performance management and rewards management.Design/methodologyThe paper draws on interviews with 13 managers and 24 employees as well as documentary analysis in 8 British, European and US MNEs in Ghana.FindingsThe findings indicate that weak institutions in the local context, coupled with the technologically and economically advanced nature of Western countries compared to Ghana, account for ethnocentric HRM practices in MNEs’ Ghanaian subsidiaries.Practical implicationsThe paper highlights that Ghanaian companies might learn from, and adapt, selected Western HRM practices to improve their competitiveness.Originality/valueUtilising institutional theory, the paper extends extant research on ethnocentrism in HRM practices of Western MNE subsidiaries in other developing economies to Ghana; one of the fastest growing African economies.

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Section: Discussionmentioning

confidence: 99%

Section: Literature Backgroundmentioning

confidence: 99%

Section: Literature Backgroundmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Ethnocentric HRM practices: evidence from Western MNEs in Ghana

Azungah¹,

Hutchings

Michailova

2020

IJOEM

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“…It is connected with the employee performance in the workplace. Therefore, it is a specific task linked to the specific enterprise [33][34][35][36][37].…”

Section: Introductionmentioning

confidence: 99%

Employee Motivation as a Tool to Achieve Sustainability of Business Processes

et al. 2019

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Employee performance and their new ideas, as well as their efforts to promote the company in positive ways help build the values of an enterprise. Properly motivated managers, white-collar, and blue-collar workers use their performance to affect the business efficiency, and therefore the success and sustainability of the enterprise. Selecting the right structure of motivation factors, especially those aimed at job category and gender, is the main role of enterprise management. The aim of this study is to analyze and define differences in the perception of the preferred level of motivation in terms of gender and job category. The questionnaires were given to randomly selected employees working in Slovak enterprises in order to ensure variability and randomness of respondent selection which is necessary for relevant data acquisition. Following the average, the order of the importance of motivation factors of 3720 respondents was defined. The Student’s t-test and Tukey’s HSD test were used. We confirmed that there are statistically significant differences in the perception of the motivation in terms of job category. Moreover, we proved the significant differences between genders in the job category of blue-collar workers. We did not observe differences between genders in the other job categories studied. The results reported should be accepted and implemented in motivational programs by the employees of human resource departments as a way to keep up with strategic human resource management.

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Human resource management and industrial relations in multinational corporations in and from China: Challenges and new insights

Cooke

Liu

et al. 2019

Human Resource Management

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The purpose of this article is to provide an overview on the state of research in the field in human resource management (HRM) issues in multinational corporations (MNCs) in and from China. We integrate previous studies from multiple disciplines to articulate the contextual importance of research on this topic, and suggest overarching themes to expand the field of research. HRM research in the intercultural, interinstitutional context of MNCs in and from China has the potential to provide contextualized insights for longstanding debates in the field such as HRM standardization versus localization and convergence versus divergence and contextual factors behind these patterns. To this end, we call for future research to center on the changing cultural, institutional, technological, and globalization context in understanding HRM and industrial relations issues in these MNCs. Practically, knowledge in this area can help global managers and top management teams in multinational organizations navigate various context complexity, foster more productive coordination and cooperation across borders, and gain legitimacy and MNCs in and from China additional competitive edge in the global marketplace.

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French multinational companies' HRM in China: strategic orientation and integration approaches

Cited by 11 publications

References 26 publications

Ethnocentric HRM practices: evidence from Western MNEs in Ghana

Ethnocentric HRM practices: evidence from Western MNEs in Ghana

Employee Motivation as a Tool to Achieve Sustainability of Business Processes

Human resource management and industrial relations in multinational corporations in and from China: Challenges and new insights

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