The role of human factor and HRM practices in MNCs’ performance in Eastern and Western Europe – a comparative analysis of the research findings

Stor, Marzena; Haromszeki, Łukasz

doi:10.3846/bm.2020.540

Cited by 4 publications

(1 citation statement)

References 75 publications

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“…Undoubtedly, the level of its advancement and its significance for the company's financial performance can be considered with such standard variables. It is worth noting that significance can be understood as a perceived contribution of a single HRM subfunction to the financial performance of a company and depends on its advancement level (Anzengruber, Goetz, Nold, and Woelfle, 2017; Becker, Huselid, and Ulrich, 2001;Malmström et al, 2013;Stor and Haromszeki, 2020). This means, therefore, that both ED and CM can be described by their advancement and contribution levels.…”

Section: Theoretical Foundations For the Variables Describing Ed And ...mentioning

confidence: 99%

Human Capital Management in the Wandering Context of Events – Challenges for the Managerial Staff

2022

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Section: Theoretical Foundations For the Variables Describing Ed And ...mentioning

confidence: 99%

Human Capital Management in the Wandering Context of Events – Challenges for the Managerial Staff

2022

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Talent Management and the Financial Results of the Foreign Subsidiaries of Polish MNCs – Empirical Research Findings

Stor

Haromszeki

2021

KREM

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Objective: To identify regularities between the overall advancement level of talent management and its constituent elements and company financial performance thanks to the significance of the human factor-based competitive advantage.Research Design & Methods: The research sample covered 200 nonfinancial Multinational Corportations (MNCs) headquartered in Poland with an overwhelming percentage share of Polish capital. They engage in a variety of economic activities. CATI and CAWI were used, as was a benchmarking measurement method was applied. The general description and analysis of the research data were done using descriptive and correlational statistics.Findings: The contributive significance of talent management to company’s performance falls between important and very important. The selected components of talent management exhibit positive and statistically significant internal relationships. This means that the higher the advancement levels of particular components of talent management, the higher its overall advancement level as an HRM subfunction. Moreover, the higher the overall advancement level of talent management, the better the company’s financial performance. This has led to the recognition that advancing the level of talent management results in better financial outcomes for companies.Implications / Recommendations: The research findings confirm that human capital, in its two basic categories, can be successfully treated as a company competitive factor. Skills, knowledge and competencies developed in talent management programmes may enhance company performance, including financial results, both at the HQs of MNCs and at foreign subsidiaries. Additionally, the results make it possible to formulate some practical recommendations that may support the managerial staff in making decisions regarding talent management, e.g. in planning the number and type of talent management components and ensuring their most optimal coexistence.Contribution: The research findings contribute to the development of management theory and practice, particularly to the development of talent management as a subfunction of HRM in MNCs. The authors have identified the regularities they theorised might exist between talent management and company financial performance due to the significance of human factor-based competitive advantage. Therefore, it can be assumed that research on the relationships between these variables in Polish MNCs helps fill in a research gap due to the object and subject of research.

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Competency management and the financial results of the foreign subsidiaries of Polish MNCs: The empirical research findings

Stor

Haromszeki

2022

HSM

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BACKGROUND: Competency management (CM) is one of the basic subfunctions of HRM, which can significantly affect the results achieved by organizations. This is because the competencies of employees have become the key capital of enterprises and a factor of their success. Research on the relationships between CM and organizational performance results in Polish MNCs creates a research gap due to the object and subject of research. OBJECTIVE: The main goal of the article is to identify the potential regularities that may exist between the advancement level of CM and its composing activities and the company financial performance results. Of particular interest are the relationships that may appear between the studied variables in the context of their relationships with other subfunctions of HRM and the significance of human capital as a competitive factor. METHODS: The research sample includes 200 non-financial business entities with Polish capital, whose headquarters are in Poland, and local subsidiaries are located outside the country. The research was conducted using CATI and CAWI methods. Descriptive and correlation statistics were used to analyze the collected empirical data. RESULTS: Two fundamental regularities are observable. It turns out that the higher the advancement level of activities within CM, and in particular its links with other HRM subfunctions, the better the financial results of enterprises. CONCLUSIONS: The empirical research results lead to the conclusion that human capital is treated as a company’s competitive factor, and CM is of significant meaning to the financial results of the organization.

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The role of human factor and HRM practices in MNCs’ performance in Eastern and Western Europe – a comparative analysis of the research findings

Cited by 4 publications

References 75 publications

Human Capital Management in the Wandering Context of Events – Challenges for the Managerial Staff

Human Capital Management in the Wandering Context of Events – Challenges for the Managerial Staff

Talent Management and the Financial Results of the Foreign Subsidiaries of Polish MNCs – Empirical Research Findings

Competency management and the financial results of the foreign subsidiaries of Polish MNCs: The empirical research findings

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