Employees Of Multinational Corporations Research Articles

Intercultural communication competence and job burnout in MNC employees: the mediation role of job stress.

This study examined the relationship between intercultural communication competence (ICC) and job burnout, as well as the mediating effects of job stress, using data collected from employees (n = 1,064) from a Chinese multinational corporation in Brunei. Through regression analysis and mediation effect tests, we found that ICC was negatively associated with job burnout (β = -0.19, p < 0.001) and job stress (β = -0.08, p < 0.001). Job stress was positively associated with job burnout (β = 0.65, p < 0.001). Job stress played a partial mediating role between ICC and job burnout. The total effect of ICC on job burnout was -0.19, the direct effect was -0.14, and the indirect effect of ICC via job stress was -0.05. The findings call for ICC training for employees in multinational corporations.

Unveiling the dynamics of motivation, work-life balance, and work engagement among Vietnamese employees in multinational corporations

This paper investigates the factors influencing work engagement among local Vietnamese staff in multinational corporations by focusing on the impacts of work motivation and work-life balance on work engagement. It explores the role of salary, bonuses, financial rewards, and career promotion in shaping employees’ motivation. A structured questionnaire was administered to 279 respondents working at Samsung Electronics Vietnam Co., Ltd. The collected data were analyzed using the partial least squares structural equation modeling (PLS-SEM) techniques and SmartPLS software. The findings reveal that career promotion opportunities significantly influence work motivation, surpassing salary, bonuses, and financial rewards. Work motivation and work-life balance positively affect work engagement, with work motivation exhibiting a more substantial impact. The study emphasizes the importance of clear career paths and growth opportunities in enhancing employee work motivation and engagement. It also underscores the need for organizations to create a supportive work environment, offer competitive compensation packages, and implement recognition programs. These findings have practical implications for multinational corporations operating in Vietnam, highlighting the significance of prioritizing employee career progression, promoting work-life balance, and fostering a motivating work environment.

What Drives Employees' Innovative Behaviors in Emerging-Market Multinationals? An Integrated Approach.

The coronavirus disease 2019 (COVID-19) pandemic has severely damaged the global industrial supply chain and accelerated the digital transformation of the global economy. In such rapidly changing environments, multinational corporations (MNCs) should encourage employees to be more innovative in various fields than ever before. With the onset of the COVID-19 pandemic, employees have become psychologically anxious, their working conditions have deteriorated, and they are in danger of losing their jobs. In this study, we aim to address the question of whether servant leadership facilitates the innovative behavior of employees working in emerging-market MNCs when servant leadership is adopted within the firms. In addition, we explore the mediating roles of work–life balance and psychological stability perceived by employees, and the moderating role of organizational climate in the relationship between servant leadership and MNC employees' innovative behavior. In doing so, we collected data from a sample of 307 Chinese employees who are employed by five different Chinese MNCs from the Internet, information technology, electronics, and e-commerce industries. Based on a sample of survey data collected from employees of Chinese MNCs, we empirically test these ideas by specifically examining how servant leadership may shape the innovation behavior of employees in these MNCs. The results suggest that servant leadership positively influences employees' innovative behavior, and that the contribution of servant leadership to employees' innovative behavior is mediated by work–life balance and psychological stability as well as moderated by the degree of organizational climate. Moreover, the different organizational climates of these MNC employees are also expected to significantly shape the relationship between servant leadership and employees' innovative behavior. This study enriches our understanding of the importance of servant leadership in driving the innovative behaviors of employees in emerging-market MNCs and provides new insights into the mechanisms through which emerging-market MNCs can motivate their employees to be more innovative in their jobs. Thus, this study contributes to the research on human resource management by offering important implications vis-à-vis how MNCs manage their employees more effectively in addressing and responding to the dramatically changing global landscape in the post COVID-19 era.

Influence of Labor Management Relationship on Employee’s Performance

This article theoretically examined the effect of employment relations on employees in multinational corporations with a special focus on Dangote Cement. The article observed that labour-management relations also known as industrial relations play an imperative role in improving and sustaining employees' performance. It serves as the nerves of industrial harmony. The target population of this study, which isfinite (being defined), isthe total number ofDangote Cement Plantin Ibese, Ogun State, Nigeria. The population comprises staff whose population is two hundred and sixty (260). The use of a questionnaire was adopted to elicit information from the cross-section of the selected population. The correlation coefficient value ranges from 0 – 1 and has an acceptable value of 0.88, which indicates higher reliability of the measurement instrument and low error variance, implying that the instrument is reliable. While the analysis was done using regression analysis. The findings revealed that there is a significant influence of employee’s participation, trade union, and industrial harmony on employee performance. Organizations should encourage mutual relationships among employees, as well as provide conducive working conditions/ environment for employees, like organizational learning, effective communication among employees, which will enhance their productivity and employee's performance.

The Perception of Corporate Social Responsibility by Employees of International IT Corporations

Purpose: The purpose of the study is to research the employees' understanding of the CSR concept in IT corporations, the actions taken by the employees, and to find out their opinions on whether these actions are effective. Design/Methodology/Approach: The research method was a diagnostic survey with the use of a research tool – a questionnaire. The basic source of data presented in this article is data collected from the survey carried out in January 6th-30th 2020. In the process of preparing this publication, literature analysis of the discussed issue and questionnaire research were used. The article presents in detail the diversity of perception of CSR due to gender with regards to inequalities concerning wage differences and professional development between men and women. Findings: The conclusions from the study indicate that, it can be considered that CSR activities undertaken by companies are perceived by employees as bringing positive results. It is recommended for employees to know and be involved in creating a company strategy, including CSR records. Companies should eliminate all kinds of inequality and discrimination. The knowledge obtained can be used both for practical purposes and for further theoretical considerations. Practical Implications: One of the manifestations of CSR is to ensure equal opportunities and opportunities for development, expansion of qualifications, but also salaries. The lack of consistency between the stipulations of the company's strategy and the actual principles causes employees to perceive CSR as serving only to improve the image and good reputation. Thanks to this knowledge multinational corporations from the IT sector can change their procedures in terms of real equal opportunities for employees. Originality/Value: This article presents the results of a study on the implementation of the CSR concept in IT companies operating in Poland with different capital. To date, there has been no research among employees of multinational corporations in the IT industry.

Out of sight and out of mind? Networking strategies for enhancing inclusion in multinational organizations.

How can employees of multinational corporations (MNCs) who are dispersed in various locations around the globe feel included? Integrating social capital theory and the MNC literature regarding resource and status differences between employees located in headquarter (HQ) versus non-HQ (i.e., subsidiary) country locations, we examined the role of the focal employee's professional advice ties and specifically their centrality as a source of advice to HQ contacts in enhancing inclusion. Moreover, we assessed the efficacy of two agentic strategies (i.e., cross-border work and access to well-connected site leaders) in facilitating the formation of inclusion-enhancing professional advice ties and whether their impact depends additionally on the focal employee's location inside or outside HQ country locations. Testing our predictions in a sample of 362 MNC employees dispersed across 33 sites, our findings showed that being central as a source of professional advice to HQ contacts enhanced employees' perceived inclusion. We also found that although employees in non-HQ countries suffered a "geographic disadvantage" in building professional advice ties to HQ contacts, these employees gained centrality as a source of professional advice to HQ contacts when they engaged in work that required cross-border interactions, especially when they also had site leaders who were well-connected. For employees located inside HQ countries, their professional advice ties to other HQ contacts were facilitated by having well-connected site leaders. We discuss the theoretical implications of our findings and provide practical recommendations for enhancing the inclusion of MNC employees based on whether they are located inside or outside of HQ countries. (PsycInfo Database Record (c) 2021 APA, all rights reserved).

Extractive industries, corruption and potential solutions. The case of Ukraine

Ukraine's apparent predisposition for corruption is frequently criticized. This article gives an overview of corruption with a focus on the extractive industries and illustrates reasons why its elimination is desirable for both governments and corporations by using the example of Ukraine. Based on a qualitative study of ten interviews with international compliance experts, this study suggests that companies in the extractive industries should consider implementing compliance incentives to avoid the negative repercussions of corruption in the sales process and comply with anti-bribery regulations. This qualitative study analyses how employees of multinational corporations in the extractive industries could be discouraged from paying bribes to government officials. The study contributes to the existing literature by suggesting novel, immediate alternatives to current compliance measures and formal rules, which seem negligible.

Career Growth Opportunity on Turnover Intention: The Mediating Role of Organizational Commitment in Multinational Corporations

In accelerated globalization, multinational corporations (MNCs) continually seek opportunities to expand their businesses to foreign countries. For sustainable businesses in foreign countries, it is important to retain a large number of local employees which is challenging. Based on existing literature in international human resource management, we hypothesized that organizational commitment (OC) is a mediator in the relationship between perceived career growth opportunity (CGO) and turnover intention (TO) among local employees in MNCs. We analyzed a sample from five companies affiliated with a Korean MNC located in Vietnam. From the mediation analysis, it was evident that OC is a partial mediator between CGO and TO. In particular, CGO and OC were positively correlated, OC and TO were negatively correlated, and CGO and TO were still negatively correlated when OC was adjusted in the regression model. These findings provide a new insight in the field of international human resource in growing MNCs.

Individual and work dynamics affecting the determinants of functional flexibility in SMEs

PurposeThe purpose of this study is to provide an insight into how individual and work factors are related to the attitudes of functional flexibility by using the willingness and ability to be flexible as dimensions of functional flexibility.Design/methodology/approachThis study is conducted through a survey of workers and administrative staff of small- and medium-sized enterprises (SMEs) in Pakistan. Correlation and hierarchical regression techniques were used to find out the association of the dimensions of functional flexibility with the individual and work factors. Individual factors include demographic characteristics, work perception and personality traits, whereas work factors include trust in management, task formalization and autonomy.FindingsIndividual factors (i.e. general self-efficacy and initiative) and one of the work factors (i.e. trust in management) showed a positive relation, whereas task formalization was negatively related with the willingness to be flexible. General self-efficacy of workers and administrative staff was positively correlated with the ability to be flexible dimension of functional flexibility. It was concluded from the findings that the two dimensions of functional flexibility, willingness to be flexible and ability to be flexible, of employees depend on fair treatment and freedom provided by their organization.Research limitations/implicationsThe current study was conducted on the employees of SMEs in Pakistan. A similar study on employees of multi-national corporations (MNCs) and service sectors may be useful for comparison.Practical implicationsManagement should improve the attitudes of employees toward functional flexibility in SMEs in Pakistan by creating a climate of trust, using lower degree of laid down and prescribed procedures and giving them opportunities for doing new tasks. Furthermore, providing them feedback on the performance and achievement of these new tasks would also help in this regard.Originality/valueThe SMEs of Pakistan are in the process of transformational change. This study highlights the key factors that would be helpful to enhance the functional flexibility of employees working in the SME sector in Pakistan.

Effects of hiring former employees of multinationals in the absorptive capacity of local firms

The attraction of foreign direct investment seeks, among other things, to increase the productivity of local companies through knowledge spillovers. However, the empirical evidence in this regard is contradictory. One influential factor is the absorptive capacity of the local companies. This article analyzes the effect of the presence of former employees of multinational corporations as employees of local companies, on the absorptive capacity of said companies. The study was done in Costa Rica, a country known for its successful strategy in the subject matter. The data come from a survey applied to 1167 companies by the Observatorio Costarricense de las Pymes in 2011. It was found that the hiring of former employees of multinational corporations by local companies has a positive effect on the index of absorptive capacity of companies in all productive sectors. Specifically, this hiring of former employees increases the index of absorptive capacity by nine percentage points, with differences by sector and the size of the company.

Out of sight and out of mind?: Strategies for feeling included in multinational organizations

How can employees of multinational corporations (MNCs) feel included? We address this question by integrating social capital theory with the MNC literature. Specifically, in view of in-group and ou...

English

In a constantly changing global business environment, multiculturalism and diversity are becoming important discussion topics for multinational corporations. Moreover, these topics have witnessed increased attention as globalisation is affecting all facets of the economy. This paper presents findings of a study of multiculturalism and diversity in multinational corporations (MNCs) in Singapore. Highlighted are outcomes of a survey about understanding employees’ perceptions of multiculturalism and diversity, understanding employees’ opinions of the relationship between multiculturalism and productivity, and identifying perceptions of benefits (or non-benefits) of these factors in the workplace. One hundred sixty-four employees of MNCs in Singapore were selected for this study. The questionnaire method of data collection was used and hypotheses were analysed using the chi square, cross-tabulations, coefficient of correlations, and regression analysis techniques. The findings revealed a strong relationship between employees’ perceptions of a multicultural and diverse workforce and individual and organisational productivity. Additionally, an organizational culture that encourages diversity and employee involvement as well as creates a sense of ownership and responsibility is important for the management of a successful, diverse, and happy workplace. The findings suggest that managers of MNCs need to be proactive in their approach to addressing multiculturalism and diversity. Key words: Multiculturalism, diversity, multinational corporations, workforce, employees’ perceptions.

Predictors of career preferences of MNC knowledge professionals

PurposeThe purpose of this research is to find out the influence of the roles of Research and Development (R&amp;D) laboratories of Multinational Corporations (MNCs); and of employee‐related characteristics on future career preferences of knowledge professionals in these laboratories. Career preferences include managerial, technical, project‐based and entrepreneurial paths.Design/methodology/approachThis study draws on a large scale study of 921 professionals employed in 70 R&amp;D units of MNC subsidiaries operating in Greece. Four ordered probit regression models were run with employee career preferences forming the dependent variables.FindingsTwo R&amp;D laboratory roles (Support Laboratory and Locally Independent Laboratory); and age and education of the employee stand out as predictors of career preferences of examined professionals.Research limitations/implicationsNotwithstanding that this is a study that took place in a country with an advancing economy, it is seemingly the first that incorporates the roles of R&amp;D laboratories as potential predictors of career paths. Moreover, the idiosyncrasies of the Greek national context are provided as possible explanations that justify why some hypotheses based on prior literature were not supported.Practical implicationsMNC knowledge professionals employed in R&amp;D units are a special group of employees whose career paths may be different from those of other groups. Thus, MNC management should tailor‐make career preferences for them.Originality/valueThis research is one of the few empirical studies providing evidence on career paths of employees in MNC R&amp;D units; and suggests possible predictors that have not been put forward hitherto.

Training and Motivating the New Labor Force: The Impact of Ethnicity

The old American concept of “melting pot” may no longer be the correct conceptual framework to use when dealing with the influx of new immigrants into the work force. It may be best neither to treat nor to expect everyone to be the same but rather to consider and to accommodate ethnic diversity. Harmonization may provide more effective management than homogenization. Problems can arise when words, examples, and relationships between trainers, trainees, and managers are contrary to the cultural norms and expectations of the employees. Managers and trainers can improve human performance by changing their standard operating procedures to include an understanding of the implication of ethnicity in the training environment. Although there is little research on the new labor force and few tested strategies, some earlier work addressed the preparation of employees of multinational corporations for work abroad. This paper explores ethnic differences and potential problems resulting from a new labor force and discusses some potential approaches to interethnic training based on investigations in sociological and communications research.

Influence of Sex-Role Expectations on Perceived Work Performance Among Employees in Multinational Corporations in Nigeria

The study, which adopted ex post facto research design, investigated the influence of sex role expectations on perceived work performance. A total of three hundred (309) employees were drawn from t...

Socializing ethical behavior of foreign employees in multinational corporations

Business Ethics: A European ReviewVolume 12, Issue 3 p. 298-307 Socializing ethical behavior of foreign employees in multinational corporations Milorad M. Novicevic, Milorad M. NovicevicSearch for more papers by this authorM. Ronald Buckley, M. Ronald BuckleySearch for more papers by this authorMichael G. Harvey, Michael G. HarveySearch for more papers by this authorJonathon R. B. Halbesleben, Jonathon R. B. HalbeslebenSearch for more papers by this authorSusan Des Rosiers, Susan Des RosiersSearch for more papers by this author Milorad M. Novicevic, Milorad M. NovicevicSearch for more papers by this authorM. Ronald Buckley, M. Ronald BuckleySearch for more papers by this authorMichael G. Harvey, Michael G. HarveySearch for more papers by this authorJonathon R. B. Halbesleben, Jonathon R. B. HalbeslebenSearch for more papers by this authorSusan Des Rosiers, Susan Des RosiersSearch for more papers by this author First published: 21 July 2003 https://doi.org/10.1111/1467-8608.00329Citations: 17AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat Citing Literature Volume12, Issue3July 2003Pages 298-307 RelatedInformation

Antecedents of organizational identification in multinational corporations: fostering psychological attachment to the local subsidiary and the global organization

This article reports the results of an empirical case study of the antecedents of organizational identification among local managers in a multinational corporation (MNC). Organizational identification, which refers to an individual's psychological attachment to the organization, has gained increasing attention because of its assumed link with behaviour associated with enhanced organizational performance. Yet little work has been done on what fosters organizational identification, particularly within the context of a MNC. Moreover, there is empirical evidence showing that managerial employees of MNCs draw a distinction between their local subsidiary and the global organization as manifest in separate group identifications. This suggests that there may be differential sets of antecedents of identification with the local subsidiary and with the global organization. The results of the present study indicate that there are different sets of factors that promote identification with the local and global levels of the organization. The results further show a complementarity of causal variables; identification with the local subsidiary is fostered primarily by factors which pertain to the local company context, while identification with the global organization is fostered primarily by factors which pertain to the MNC as a global entity.

ETHICAL DISSONANCE IN TRANS-CULTURAL MANAGEMENT: THAT'S NOT HOW WE PLAY THE GAME HERE!

Host country employees of multinational corporations experience tension when host country practices contradict home country values, especially when both are morally justifiable. Few theorists adequ...

European Communities: Commission Proposal for Informing and Consulting Employees of Multinational Corporations (Vredeling Proposal)

European Communities: Commission Proposal for Informing and Consulting Employees of Multinational Corporations (Vredeling Proposal)