Abstract
The main goal of the paper is to identify, analyze, and compare the relationships between the activities in the field of HRM and performance results of MNCs in Eastern and Western Europe with a view to the value ascribed to human resources as a strategic competitive factor, HRM centralization practices and the importance of HRM knowledge flows between the headquarters (HQ) and their subsidiaries. The research sample covered 200 HQs of MNCs and their local subsidiaries. The empirical research results show that there are some identifiable and statistically significant differences between MNCs operating in Eastern and Western Europe within the range of relationships defined above. Our study, therefore,represents an original effort at examining these relationships.
Highlights
The role of human factor and human resources management (HRM) practices in organizational performance have been studied in many ways and in different geographical regions
In this context the main goal of the paper is to identify, analyze, and compare the relationships between the activities in the field of HRM and performance results of multinational companies (MNCs) in Eastern and Western Europe with a view to the value ascribed to human resources as a strategic competitive factor, HRM centralization practices and the importance of HRM knowledge flows between the headquarters (HQ) and their subsidiaries
Q3: Does an increase in the appraisal of human factor as a company’s competitive factor results in higher level of HRM centralization and higher significance of HRM knowledge flows between the HQ and local subsidiaries? H3: The higher the appraisal of human factor as a company’s competitive factor, the higher the HRM centralization level and the higher the significance of HRM knowledge flows from the HQ to its local subsidiary and in the opposite direction
Summary
The role of human factor and human resources management (HRM) practices in organizational performance have been studied in many ways and in different geographical regions. The knowledge and experience of senior managers and the workforce are seen as valuable assets which are costly to replace or to rebuild (Brauer, 2013) In this context the main goal of the paper is to identify, analyze, and compare the relationships between the activities in the field of HRM and performance results of MNCs in Eastern and Western Europe with a view to the value ascribed to human resources as a strategic competitive factor, HRM centralization practices and the importance of HRM knowledge flows between the headquarters (HQ) and their subsidiaries. The article ends with a research summary and final conclusions
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