Patterning employee voice in multinational companies

Lavelle, Jonathan; Gunnigle, Patrick; McDonnell, Anthony

doi:10.1177/0018726709348935

Cited by 90 publications

(100 citation statements)

References 42 publications

(76 reference statements)

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“…Employee involvement or participation has become a key research theme within studies of strategic HRM (Lavelle, Gunnigle, & McDonnell, 2010). These include practices that Employee involvement can be used as a measure of job control, since high involvement practices give workers greater control over their jobs (Boxall & Macky, 2014;Mackie et al, 2001;Macky & Boxall, 2008;Wood, 2008).…”

Section: Employee Involvement and Job Satisfactionmentioning

confidence: 99%

“…Employee involvement or participation has become a key research theme within studies of strategic HRM (Lavelle, Gunnigle, & McDonnell, 2010). These include practices that encourage involvement in decision-making and the development and exercise of problemsolving skills.…”

Section: Employee Involvement and Job Satisfactionmentioning

confidence: 99%

“…These features could be expected to raise barriers to employee involvement in the workplace (Huang & Gamble, 2011;Lu et al, 2009 Lavelle et al (2010), employee involvement in the firms we examined ranged from weak/low to low/moderate. That is, it focused largely upon consultation and information sharing rather than "stronger" forms of involvement.…”

Section: Future Researchmentioning

confidence: 99%

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Challenged and satisfied: the role of organisational ownership and employee involvement

Tian

Gamble

2016

The International Journal of Human Resource Management

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This study aims to offer a more fine-grained approach to our understanding of the relationship between job stress and job satisfaction. Building on organisational theory and Karasek's (1979) Job Demand-Control model, we investigated an important institutional characteristicorganisational ownership -as an additional moderator to influence the interactive effects of job demands and control upon job satisfaction. Using data collected from 1,838 Chinese retail sector employees China, we found that this three-way interaction was strongest for employees working in foreign-invested firms, who experienced higher employee involvement at work and perceived a high level of challenge-related stress. The relationship was weakest for employees in state-owned enterprises who reported low levels of both employee involvement and challenge-related stress. Our study constitutes an early attempt to assess the impact of institutional characteristics such as ownership on aspects of human resources management, and highlights the need for further research to recognize the importance of such characteristics as contextual factors that influence the effect of organisational practices and the work environment upon individual work-related outcomes. The paper's concluding sections elaborate on the contributions our research makes both to theory as well as to the practicalities faced by human resource managers in contexts such as China. IntroductionConsiderable attention has been devoted to the study of workplace stress and job satisfaction; topics of major concern to both human resource (HR) researchers and practitioners. Karasek's (1979) seminal Job Demand-Control (JDC) model has served as a key theoretical basis to explain the effects that work demands have on job satisfaction (Häusser, Mojzisch, Niesel, & Schulz-Hardt, 2010;Podsakoff, LePine, & LePine, 2007). In the JDC model, work demands are viewed as stressors, while control is seen as a moderator of stress. The model hypothesises that jobs characterised by high demands and low control threaten individuals' mental and physical well-being, while those that combine high demands with high control positively affect these dimensions (Karasek, 1979). Furthermore, Karasek maintains that the interaction between demands and control should be more predictive than the additive effects of high demands and low control upon employees' well-being, including job satisfaction.Yet, while empirical studies have provided consistent support to the direct effects of job demands and control upon job satisfaction (for example, see meta-analyses by LePine, Podsakoff, & LePine, 2005;Podsakoff et al., 2007), the suggested interactive effect of job demands and control upon job satisfaction (Karasek, 1979), has received limited and even contradictory support (Häusser et al., 2010). While some research supports the buffering hypothesis, which suggests that high levels of job control or social support can buffer against the negative effect of a demanding job (Brown, Pitt-Catsouphes, McNamara, & Besen, 2014;...

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Section: Employee Involvement and Job Satisfactionmentioning

confidence: 99%

Section: Employee Involvement and Job Satisfactionmentioning

confidence: 99%

Section: Future Researchmentioning

confidence: 99%

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Challenged and satisfied: the role of organisational ownership and employee involvement

Tian

Gamble

2016

The International Journal of Human Resource Management

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“…Much of this scholarship demonstrates that there are country of origin effects in the HRM policies and practices of MNEs (e.g. Almond 2011;Almond et al 2005;Bjorkman et al 2007;Ferner 1997;Lavelle et al 2010;Noorderhaven and Harzing 2003). The argument is made that the greater the cultural or institutional distance between the HQ and subsidiaries, the less likely a MNE will seek to transfer practices across operations.…”

Section: Best Practices and Globalization Dominance And Spill-over Ementioning

confidence: 99%

Human Resource Management in Multinational Enterprises: Evidence From a Late Industrializing Economy

2014

Self Cite

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Abstract:• This paper examines the extent to which human resource management (HRM) practices in multinational enterprises (MNEs) from a small, late developing and highly globalized economy resemble their counterparts from larger, early industrializing countries.• The paper draws on data from a large-scale representative survey of 260 MNEs in Ireland.• The results demonstrate that there are significant differences between the HRM practices deployed in Irish-owned MNEs and that of their US counterparts but considerable similarity with UK MNEs.• A key conclusion is that arguments in the literature regarding MNEs moving towards the adoption of global best practices, equating to the pursuance of an American model of HRM, were not obvious as we found considerable variation from 'US practices' amongst indigenous Irish MNEs.

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“…Furthermore, this classification of ways to implement voice policies builds on distinctions used in the literature (Guest and Conway, 1999;Lavelle et al, 2010;Tüselmann et al, 2006). In this literature, establishments with an indirect voice channel are those with trade-union recognition and the associated presence of workplace union representation as well as non-union establishments that have both joint consultative committees (JCCs) and non-union employee representatives.…”

Section: Employee Voice -Channels Systems and Approachesmentioning

confidence: 99%

Vive les différences? Voice in French MNCs' overseas workplaces: a comparative study of voice in French, German and US subsidiaries in the UK

Tüselmann

Allen

McDonald

2014

The International Journal of Human Resource Management

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Foreign-owned firms help to disseminate management practices across UK companies; this includes the ability of indigenous firms to learn improved human resource management (HRM) practices from leading foreign companies. Analysing the transfer of HRM policies forms an important strand of the international HRM and comparative capitalisms literatures; however, large-scale, comparative studies of voice patterns in German, US, and, in particular, French subsidiaries in the UK are limited. This paper draws on a large survey that includes the, to date, largest sample of French MNC subsidiaries. It does not simply identify the existence of different kinds of voice mechanisms, but examines how these different practices come together in the implementation of subsidiaries' voice policies. This enables the detection of subtle, but important, differences in the subsidiaries' voice practices. French subsidiaries are significantly less likely to pursue a partnership approach to voice than their German and US counterparts.French and US establishments are significantly more likely to adopt a 'bleak house' approach than German ones. Importantly, these key differences only emerge at a fine-grained level of analysis that examines how subsidiaries implement voice practices.

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Patterning employee voice in multinational companies

Cited by 90 publications

References 42 publications

Challenged and satisfied: the role of organisational ownership and employee involvement

Challenged and satisfied: the role of organisational ownership and employee involvement

Human Resource Management in Multinational Enterprises: Evidence From a Late Industrializing Economy

Vive les différences? Voice in French MNCs' overseas workplaces: a comparative study of voice in French, German and US subsidiaries in the UK

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