How HR practices are increasingly converging across countries essay
In relation to cross-cultural management studies, this research extends the theories of crossvergence, for example Al Ariss and Sidani, 2016. Ralston et al. 1997 by including previous policy and political developments. Convergence, as the growing similarity in organizational HRM practices in two or more countries over time takes two forms: eventual convergence, when the practices move toward a common endpoint. Using a data set constructed from a parallel series of nationally representative surveys of multinational corporations, MNCs, we compare the PM performance management practices of multinationals in Britain, Ireland, Canada, Spain, Denmark and Norway. In each country, we analyze data related to multinationals from that country and the transfer of HR policies and practices across cultures. There are three choices for a company to manage its human resources policies and practices: 1. By hiring people. host country nationals (HCNs). Analyzing the results of three series of studies conducted over a ten-year period from 1999 to 2009 in nine countries, a team of researchers from the International Human Resource Management, HRM, Project at Penn State University in the US find out whether HR practices follow the trend of the modern West. Previous studies have shown that the relationship between human resources, HR, practices and organizational commitment varies from country to country. A closer look at the HRM models and frameworks in which context is an important element reveals a curious gap, namely that of time. Although time is implicit in some models of a 'dynamic business environment', this is only the case in the comparative contextual framework of HRM Gooderham et al. 2018 which explicitly recognizes the architecture, Abstract. Convergence of technology and disappearing income differences between countries will not lead to homogenization of consumer behavior. Consumer behavior will actually become more heterogeneous. As mentioned, intercultural training is important for those who work virtually in different countries, supporting intercultural relationship building and teamwork skills. At work, new recruits can be given early opportunities to work in virtual teams and visit remote offices to develop an awareness of different cultural and organizational aspects. The more traditional approach to studying the effects of HRM practices is the isolationist perspective of Ogbonnaya et al. 2017a. This approach is based on the idea that systems or bundles of HRM practices do not themselves play the only role in explaining the effects of such practices on employee and organizational outcomes. Preparing home country employees to work in another country or vice versa is quite challenging. Despite adequate training and a competitive compensation package, the expats may not fit into the company. The recruitment, training, motivation and retention of expats require an exclusive HR strategy. The article aims to identify the challenges that multinational corporations, MNEs, face as they grow abroad beyond their national borders and how they attempt to transfer human resource management. HRM policies and practices in all their subsidiaries for a best-fit HRM model. The article uses dilemma theory involving two. These differences are usually rooted in the cultures of the countries. Kamoche, 2002 Myloni et al. 2004. As a result, the inability to.,