Dissertations / Theses: 'International human resource management'

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Stewart, Pamela Jo. "Expatriation and international human resource management." Thesis, Hong Kong : University of Hong Kong, 2000. http://sunzi.lib.hku.hk/hkuto/record.jsp?B22763193.

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Steingruber, William G. (William George). "Strategic International Human Resource Management: an Analysis of the Relationship between International Strategic Positioning and the Degree of Integrated Strategic Human Resource Management." Thesis, University of North Texas, 1996. https://digital.library.unt.edu/ark:/67531/metadc278946/.

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In Strategic International Human Resource Management (SIHRM), the human resource function is actively involved in the strategic activities of the firm. While the idea holds promise as a useful response to global competition, previous research has provided limited supporting empirical evidence. Specifically, few studies have sought to equate certain outcomes with the degree of SIHRM practiced across various types of international firms. By separating firms into categories such as multidomestic, global, and hybrid, and by classifying SIHRM according to the degree of integration with strategic planning, a clearer picture could emerge as to the relationship between firm and SIHRMtype. To that end, top strategic executives, such as CEOs, and top HRM executives from eighty four U.S. based firms were surveyed regarding their firm type, the degree of SIHRM practiced, and certain outcomes such as amount of expatriate training and expatriate failure. Additionally, financial results were obtained to determine performance of various firms. Results indicated that while many companies choose a highly integrated formof SIHRM, there is no significant relationship between firm type and SIHRMtype. Additionally, there was no association detected between SIHRMtype and expatriate training and expatriate failure. Finally, there was no significant difference infinancialperformance between firms with the most integrated type of SIHRMand firms with less integrated versions. Interestingly, the HRMprofessionals were more likely to equate their firms with the most integrated types of SIHRMthan were other managers. This may mean that the relationship between HRM and strategic planning is often one of perception. A model of the relationships between SIHRM, firm type, HRM activities, and outcomes is proposed, along with suggestions for future research and limitations of the study.

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Adeleye, Ifedapo Lanrewaju. "The diffusion of international human resource management practices in Africa." Thesis, University of Manchester, 2009. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.509109.

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Yeo, Yvonne Hwee Hong. "Towards a three-dimensional conceptual model of international human resource management." Thesis, Yeo, Yvonne Hwee Hong (2014) Towards a three-dimensional conceptual model of international human resource management. PhD thesis, Murdoch University, 2014. https://researchrepository.murdoch.edu.au/id/eprint/27906/.

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Lakshman, Sangeetha. "Multinational Companies Executive Selection Practices : challenge of Human Resource Management in International Business Management." Thesis, Paris, CNAM, 2013. http://www.theses.fr/2013CNAM0933/document.

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Les multinationales qui s’implantent à l'étranger en créant des filiales peuvent recourir à la stratégie globale, multi- nationale,transnationale et internationale afin de gérer leurs entreprises à l'étranger. Le recrutement international est un élément essentiel de lamise en oeuvre des quatre stratégies d’implémentation à l’étranger. Pour le recrutement, l'organisation peut suivre l'une des troisméthodes de dotation ou combiner les trois approches (PCN , HCN, TCN) en fonction des circonstances nationales et du cycle de vie duMNC. Dans les trois approches de recrutement (ethnocentrique, polycentrique, géocentrique) PCN , HCNs et TCN sont utilisés. Toutefois,ils diffèrent dans des proportions relatives. Il y a peu de preuves à l'appui de l'utilisation des HCNs et TCNs . La plupart des recherches ontporté sur les expatriés ( PCN) de HCN et TCN. Pour cette raison, nous voulons étudier, dans notre travail, dans quelles situations lesmultinationales utilisent les approches HCNs et TCN . Notre étude examine l'alignement entre la stratégie commerciale internationale et lerecrutement des dirigeants. Les fondements théoriques sont tirés essentiellement de la littérature existante.Les données primaires ont été recueillies auprès des cadres supérieurs de 22 multinationales. Des entretiens approfondis ont été menés etdes questions ouvertes ont été utilisés pour examiner l'alignement entre la stratégie commerciale internationale et le recrutement desdirigeants dans une filiale, le rôle joué par les expatriés au cours des différents cycles de vie de l'organisation. Les multinationalesparticipant à notre échantillon proviennent de Singapour, Dubaï, Inde, France, Pays-Bas et Belgique. L'analyse des données est basée sur laphilosophie interprétative. L'analyse des propositions de recherche révèle que le modèle de résultat est cohérent lorsque la pression de lanormalisation est plus élevée et l'utilisation de la dotation ethnocentrique ( PCN) est plus importante. Plus la pression de la normalisationest faible, plus les multinationales ont recourent à d'autres méthodes de recrutement- recrutement polycentrique ( HCNs ). La structureest partiellement cohérente avec l'alignement de la stratégie de recrutement lorsque plus la réactivité locale est plus élevée que lerecrutement polycentrique ne devrait être. Mais dans une situation donnée, le recrutement ethnocentrique est légèrement pluspolycentrique, même si la réactivité locale est élevée. Les résultats étendent l'application des théories soutenues pour expliquer lastratégie de l'entreprise et le recrutement des dirigeants et cadres et contribuent au développement des connaissances. L’implication desrésultats et des recherches futures sont recommandés
Multinationals that are moving abroad for its subsidiary operation may use any one of the typology such as Global, Multi-domestic,Transnational, and International strategy in order to manage and maintain their business abroad. International staffing is a critical elementof the implementation of the four strategies for doing business globally. In staffing the international operation, the organization mayfollow one of the three staffing approaches or a combination of three approaches (PCN, HCN, TCN) depending on their domesticcircumstances and the life cycle of the MNC. In all the three staffing approaches (Ethnocentric, Polycentric, Geocentric) PCNs, HCNs andTCNs are used. But they will differ in relative proportions. There is little evidence in support of the utilization of HCNs and TCNs. Most ofthe research focused on expatriates (PCNs) than HCNs and TCNs. Therefore we want to explore on what situations multinationals useHCNs and TCNs. Further the study investigates the alignment between international business strategy and executive staffing. Theoreticalfoundations are drawn basically from existing literature.Primary data were collected from top executives of 22 multinationals. In depth interviews were conducted and open ended questionswere used to examine the alignment between international business strategy and executive staffing for subsidiary operation, expatriateroles during organization’s different life cycle. The multinationals participated in our sample are from Singapore, Dubai, India, France,Netherlands, and Belgium. The data analysis is based on interpretative philosophy. The analysis of the proposed research expectationrevealed that the pattern of result is consistent when higher the pressure for standardization, utilization of ethnocentric staffing (PCNs) ismore. Whereas the pressure for standardization is low, then multinationals used other staffing approaches - polycentric staffing (HCNs).The pattern is partially consistent with strategy staffing alignment when the higher the local responsiveness then the utilization ofpolycentric staffing should be more. But in the given situation, ethnocentric staffing is slightly more than polycentric even when the localresponsiveness is high. The findings extend the application of the underpinned theories and their beliefs in explaining the businessstrategy and executive staffing relationship and contribute to the body of knowledge. Implications of the results and direction for futureresearch are recommended

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Mary, JIMOH Oluwaseun. "International company human resource management: the modern business-functional for company growth." Master's thesis, Sumy State University, 2020. https://essuir.sumdu.edu.ua/handle/123456789/81773.

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У першій частині дипломної роботи „СТРАТЕГІЧНЕ УПРАВЛІННЯ КОМПАНІЄЮ” пояснюється, як стратегічне управління також має важливу роль, яку відіграють аналітичні та технічні навички, необхідні для отримання та використання конкурентних переваг, пов’язаних. Стратегічне управління залежить від того, що потрібно робити вищому керівництву. Це пов’язано з довгостроковою метою експлуатації. У 2-й частині дипломної роботи “Управління персоналом у міжнародному аспекті”: - Який персонал їм потрібно найняти? - Робітники з рідної країни (іммігранти), або місцеві робітники? - Як ми вибираємо, чи направляти іммігрантів, чи наймати місцевих робітників? - Звідки ми можемо знати, як кадрові практики проводяться в інших країнах? - Чи однаковий процес набору та відбору в країні чи країнах, в яких компанія хоче працювати? - Як ми ставимось до інформації на всіх географічних та культурних рівнях? Третя частина "COVID-19 І ЇЇ ЕФЕКТИ В СИСТЕМІ УЧР" намагається дослідити наслідки поширення COVID-19 на глобальні компанії електронної комерції, де було обрано п'ять найбільших компаній електронної комерції у світі з точки зору доходи та ринкова вартість, і вони були такими: американська Amazon, китайська Alibaba, японська Rakuten, німецька Zalando, Великобританія ASOS, щодня вимірює поширеність вірусу корони за “кумулятивними інфекціями” та “кумулятивною смертю”.
In the 1st part of the Thesis “STRATEGIC MANAGEMENT OF A COMPANY” explains how strategic management is also an important role played by the analytical and technical skills required to obtain and utilize competitive advantage, Related. Strategic management depends on what senior management needs to do. It is related to the long-term purpose of operation. In the 2nd part of the Thesis “HRM IN AN INTERNATIONAL ASPECT”: - What kind of staff do they need to hire? - Workers from the home country (immigrants), or local workers? - How do we choose whether to send immigrants or employ local workers? - How can we know how HR practices are conducted in other countries? - Is the recruitment and selection process the same in the country or countries the company wants to work in? - How do we treat information at all geographical and cultural levels? The 3rd part “COVID-19 AND ITS EFFECTS IN THE HRM SYSTEM” attempts to investigate the effects of the spread of COVID-19 on global e-commerce companies, where the five largest e-commerce companies in the world were chosen in terms of revenues and market value, and they were as follows: American Amazon, Chinese Alibaba, Japanese Rakuten, German Zalando, United Kingdom ASOS, has been Measuring the prevalence of corona virus by “cumulative infections” and “cumulative deaths” on a daily basis.

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Mayrhofer, Wolfgang, Paul N. Gooderham, and Chris Brewster. "Context and HRM: Theory, Evidence, and Proposals." Taylor & Francis, 2019. http://dx.doi.org/10.1080/00208825.2019.1646486.

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Human resource management (HRM) has paid insufficient attention to the impact of context. In this article, we outline the need for HRM to take full account of context, particularly national context, and to use both cultural theories and, particularly, institutional theories to do that. We use research publications that utilize the Cranet data to show how that can be done. From that evidence, we develop a series of proposals for further context-based research in HRM.

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Drouin, Nathalie. "The integration of human resource issues in the international joint venture formation process." Thesis, University of Cambridge, 2001. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.289796.

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Shen, Jie. "International human resource management policies and practices : an integrative framework in the Chinese context." Thesis, Bucks New University, 2003. https://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.714449.

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Dickmann, Michael Frank. "Balancing global, parent and local influences : international human resource management of German multinational companies." Thesis, Birkbeck (University of London), 1999. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.340491.

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Bao, Chanzi. "Senior management perception of strategic international human resource management effectiveness : the case of multinational companies performance in China." Thesis, University of Bradford, 2010. http://hdl.handle.net/10454/4437.

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The intense competition arising from globalisation requires MNCs to manage their HRs globally and strategically to become a source of competitive advantage. Hence, SIHRM acknowledges the need to balance global integration and local responsiveness, together with emphasising the importance of seeking strategic fit between HR policies and business strategy, which in turn leads to superior firm performance. Furthermore, this development also increased awareness and recognition of the role of senior managers and cultural traditions. Therefore, the primary purpose of this research was to explore the relationship between SIHRM effectiveness and firm performance as perceived by senior management coupled with the influence from MNCs' headquarters and Chinese cultural values. Consequently, the researcher selected a case study approach with a triangulation data collection method through questionnaires and semi-structured interviews undertaken in four selected subsidiaries of MNCs. The research findings strengthened the theoretical foundations of several HRM models, together with supporting Analoui's eight-parameter approach (1999) as a functional, coherent and interlinked framework regarding the effectiveness of senior managers. In particular, this research found that quality enhancement of products and service was the preferred and adopted key business strategy amongst the studied MNCs. Whilst they are also seeking to balance globalisation and localisation through reconciling control and adaptation rather than satisfying one at the expense of the other, such that the trend is for Western HR policies to be gradually accepted and internalised by the younger generation of the Chinese managers. Finally, this research made several recommendations to foreign MNCs operating in China.

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Kupka, Bernd, and n/a. "Creation of an instrument to assess intercultural communication competence for strategic international human resource management." University of Otago. Department of Management, 2008. http://adt.otago.ac.nz./public/adt-NZDU20080312.134104.

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The first research objective of this dissertation is to extend existing conceptualizations of intercultural communication competence to create a new theoretically grounded construct, the Rainbow Model of Intercultural Communication Competence. The second research objective of this dissertation is to utilize this foundation and assemble a new instrument, the 127-item Intercultural Communication Competence Inventory (ICCI). The ICCI consists of sub-scales to measure foreign language competence, non-verbal communication competence, perceptions of cultural distance, intercultural self-awareness, intercultural communication knowledge, intercultural communication skills, intercultural communication motivation, intercultural communication appropriateness, intercultural communication effectiveness, intercultural contextual relationships, and intercultural affinity. This tool is designed assist strategic international human resource management practitioners to find, select, and/or train the best possible candidates for international assignments in an efficient manner. To accomplish these goals, a quantitative research design has been adopted. In a pilot study and three subsequent studies data was collected between 2005 and 2006 when the ICCI was administered to students in 19 courses with clear intercultural education elements at eleven universities in four countries (New Zealand, Germany, United Arab Emirates, USA) to build four samples of students: self tests (N = 1014) and retests (N = 587), peer tests (N = 613) and retests (N = 529). The ICCI was used as a paper-pencil and an online questionnaire. Using this method is appropriate as it provides intercultural communication trainers with quantifiable results to differentiate candidates and to measure training effectiveness. This dissertation has produced several research findings. Each of the ICCI sub-scales is psychometrically scrutinized and results described in detail. In exploratory factor analyses most scales have supported their theoretical framework as described in the Rainbow Model of ICC. Most sub-scales show independence from a variety of biases, and demonstrate sensitivity to competence changes over time and differences between evaluators. Various hypothesized links between the scales could be verified. The entire ICCI demonstrated that, despite currently still insufficient sample sizes, its conceptual roots, the Rainbow Model of Intercultural Communication Competence, is recognizable in self and peer tests and retests. The implications of the findings of this dissertation are threefold: First, the Rainbow Model of Intercultural Communication Competence has received preliminary confirmation. Second, the ICCI has initially shown a tendency to be a practical and reliable tool for recruiting, selecting of, and conducting training needs assessments that facilitate intercultural communication training effectiveness evaluations for suitable candidates for international assignments. Third, ICCI sub-scales have demonstrated the potential to enhance selection and training efforts in a speedy and specific way to support resource-cognizant intercultural training. The reader, however, is cautioned that a variety of limitations of this study need to be acknowledged. Finally, numerous areas of future research are identified.

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Scullion, Hugh Gerard. "An empirical study of the international human resource management strategies and practices in British multinationals." Thesis, University of Newcastle Upon Tyne, 1997. http://hdl.handle.net/10443/731.

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Bachmann, Michel. "Entwicklung eines integrierten Human Resource Management Konzepts für AIESEC in Switzerland." St. Gallen, 2005. http://www.biblio.unisg.ch/org/biblio/edoc.nsf/wwwDisplayIdentifier/01648344001/$FILE/01648344001.pdf.

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Picos, Pazos Claudia Maria, and Loredo Emiliano Ordoñez. "The influence of human resource allocation process on the employee satisfaction level : Quality research ALLEGION - an International Manufacturing plant." Thesis, Umeå universitet, Företagsekonomi, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-118056.

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The aim of this thesis is to study the influence that the human resource allocation process carried out at ALLEGION has over the employee satisfaction level of its employees. ALLEGION is an international manufacturing project-oriented company based in Ensenada, Baja California, Mexico, which operates with over 8,500 employees. Up until the development of this thesis, ALLEGION had never contemplated the job satisfaction level of its employees as a result of the human resource allocation process carried out in the company. Some studies have previously paid attention to the impact that best practices in human resource management have in employee performance, however, to our knowledge, it has never been discussed how the allocation of the human resources in a company can influence job satisfaction. For this reason, we believe is pertinent to conduct a study focusing on this topic. This thesis is presented as a case study of ALLEGION which follows a qualitative method and an inductive approach, where we as researchers, explored the influence that the current method followed by the company to allocate its human resources to projects has over the job satisfaction level of its employees. The first section of this thesis is dedicated to discuss the background of our research topic and to examine relevant literature focused in the subjects of human resource allocation and employee satisfaction. As part of this section, we encountered that four factors are consistently mentioned in the literature related to these core topics having an intrinsic relationship among them. We found that these factors were utilised by some scholars in the development of models to optimise the human resource allocation process and also during the measurement of employee satisfaction in different contexts. The four factors are: personal qualifications –referring to skills utilisation and expertise–, personal aspirations –referring to career development and personal growth–, group relationships –referring to personal relationships with co-workers and managers–, and finally, personal motivations –referring to job motivations–. At the end of this section we present a theoretical model that summarises our findings and highlights the correlations of the factors we identified from the literature. The central part of this thesis focuses on our practical method which comprised nine interviews with employees and project managers of ALLEGION. Our interviews were aimed to discover the relationship and influence that the human resource allocation process implemented in the company had over the job satisfaction level in its employees respectively. As part of our findings we discovered that four elements were contributors to such influence and simultaneously were related to the findings obtained during our literature review. Based upon these four factors, we drew our conclusions for the study. As a conclusion of this thesis, we found that the human resource allocation process conducted at ALLEGION holds a significant influence in the job satisfaction of its employees working in projects, and that four distinct factors should be taken into consideration during the process that functional managers carry out when they have to allocate their human resources to a certain project. These factors are: skills utilisation, career development, individual relationships of the employees with their co-workers and managers, and finally, job motivations. We concluded that the extent to which these elements are considered as part of the decision-making involved in the human resource allocation process will bring as a result a positive or negative outcome in terms of employee satisfaction among the projects of the organisation.

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Chen, I. Chun Lisa. "The societal culture dimension within the human resource practices of Taiwanese management in the UK." Thesis, University of Stirling, 2006. http://hdl.handle.net/1893/68.

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This thesis examines approaches to international human resource management by Taiwanese MNCs located in the UK. A range of international human resource management models are discussed, from the universalist paradigm originating in the US to more contextual models, particularly those emphasising the impact of culture. The key elements of Chinese culture and their application to management are reviewed Interview and questionnaire data is drawn from 32 Taiwanese companies operating in the UK in the manufacturing and financial services sectors, and is analysed using SPSS and NVivo packages. Key findings include that the cultural origin of Taiwanese managers remains crucial in the way they manage UK subsidiaries. The small size of the Taiwanese companies also influences their internationalisation and international human resource strategy. In addition, there is a sectoral difference in the different HR practices being adopted. Japanese MNCs have been the only non-western MNCs to have been studied in depth. Although the Japanese and Chinese have been said to share a similar culture, they are shown in this thesis to adopt different techniques to achieve their HRM goals. It is concluded that many goals similar to those of western models of HRM can be found in Taiwanese MNCs, but achieved through different HR practices, for example, group reward rather than individual reward for commitment. It is suggested that conventional HRM frameworks fail to readily explain companies of non-western origin and the thesis tries to develop an IHRM model suitable for Chinese MNCs. Following strong economic development in China, research on Taiwanese MNCs can contribute to future perspectives on Chinese internationalisation and management transfer.

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Royal, Carol School of Industrial Relations &amp Organisational Behaviour UNSW. "Internal labour markets and human resource management in an international investment banking institution : deal makers in the global economy." Awarded by:University of New South Wales. School of Industrial Relations and Organisational Behaviour, 2000. http://handle.unsw.edu.au/1959.4/23047.

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This thesis investigates the continuing significance of the internal labour market construct for shaping human resource management practices in an international investment banking organisation. By adopting a historical perspective this study departs from existing literature and presents new explanations for understanding internal labour market theory in the investment banking industry. It also adds to existing scholarship on labour markets by considering more human resources indicators than have been previously used to differentiate labour market types. A range of approaches have been adopted. The BZW/ ABN AMRO case study has been investigated using both qualitative and quantitative methods and longitudinal and cross-sectional data. The theoretical framework elaborated has two dimensions. The first involves a model which highlights the importance of the organisational historical context for analysing the origins and functions of internal labour markets. It draws attention to certain recurring interrelated features that ultimately result in the adoption of internalised market arrangements. This aspect of the model also highlights the importance of emerging patterns in internal labour market structures that become evident over time. The second part of the framework involves a typology that establishes the existence of three different labour market types. The study revealed that a historical perspective is extremely valuable for understanding the origins and functions of internal labour markets, and for identifying two internal labour market types, the firm and occupational internal labour market types and also the occupational labour market type or external labour market. It was concluded that despite the claim made by various scholars that internal labour market arrangements are in decline, the dramatic changes experienced by the investment banking industry have proven that these arrangements are very resilient.

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Feng, Lujia. "An assessment of International Human Resource Management (IHRM) practices in Chinese Multinational Corporations (MNCs) in Africa : standardisation or adaptation." Thesis, University of Manchester, 2017. https://www.research.manchester.ac.uk/portal/en/theses/an-assessment-of-international-human-resource-management-ihrm-practices-in-chinese-multinational-corporations-mncs-in-africa-standardisation-or-adaptation(f92c67e8-0a2c-4d70-8f6d-53fe0b7bf1f8).html.

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International Human Resource Management (IHRM) plays a significant role in Multinational Corporation (MNC) management and governance, particularly when such organizations transfer policies and practices from their headquarters to subsidiaries overseas. However, there is some scepticism concerning the balance and coherence in the relationship between standardized systems set in MNC headquarters and the adapted practices in their subsidiaries. This may become evident when considering the factors that influence the design, conduct and related effectiveness of human resource practices such as performance management. This research explores the extent to which transferability of a model for performance management, initially based on western practice, is possible from China to Africa, taking into account the required adaptation of its specific Chinese characteristics to specific African conditions. It concludes that performance management can make an important and long-lasting contribution to Chinese MNCs in Africa and raise their competitiveness and efficiency, although significant challenges remain. In the exploration of the design and implementation of this HR practice in the headquarters and subsidiary contexts, the study evaluates the methods incorporated in performance management systems for their effective transfer and examines the key factors which concern stakeholders, including employee engagement, intercultural communication and sustainable impacts within a development context. The research develops an analytical framework for taking into account the context, the influential factors and the effectiveness criteria of performance management systems in Chinese MNCs when their IHRM practices are transferred into different contexts, with specific reference to an Africa case study context. The study establishes that in the contexts considered the benefits of standardized HR practices, such as performance management, may be gained most fully for both headquarters and subsidiary when these practices are set within a win-win frame for both parts of the organisation. One which is characterised by an appropriate balance of standardisation and adaptability.

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Huynh, Ronny, Rickard Johansson, and Tuyet-Tu Tran. "Expatriate Management : Selection and Training in the Expatriation Process." Thesis, Jönköping University, JIBS, Business Administration, 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-674.

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One of the many tasks that an International Human Resource Management department has relates to the field of expatriation in which an employee is sent abroad to work in a foreign subsidiary. Expatriation is not a new concept, in the early modern era of expatriation after World War II, businesses were usually driven by international divisions that supervised the export issues, licensing and subsidiaries abroad. The main role of corporate human re-source department was to make it easier to select staff for foreign postings. This to find employees that were familiar with the activities and products of the company, organization, culture and also at the same time comfortable with working abroad.

The purpose of this thesis is to gain an understanding of how three Swedish multinational companies select and train their Parent-Country National (PCN) expatriates before the in-ternational assignment in China.

In order to reach the goal of our purpose, we have chosen to conduct case studies on three Swedish multinational companies that are currently operating in China, where interviews with the key persons for respective company has been made. The interviews was either conducted through phone or face-to-face.

Our Frame of reference is based upon four sub-chapters in which we in the first chapter defines the concept of Expatriation followed by a brief introduction of the cultural differ-ences between Sweden and China. The third chapter deals with the different selection is-sues and the fourth chapter deals with training issues.

Based on the Frame of reference, we created six major research questions in which from them we developed our interview questions.

Through the Empirical Findings which was analyzed with help of the Frame of reference, we can say that most of the processes within selection and training are not as visible and clear as what it is said in literatures compared to a few Swedish multinational companies practice.

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Kim, Kowoon. "The Influence of Perceived Psychological Contract Violations on Expatriate Attitudes: The Moderating Role of Individual, Organizational, and National Factors." FIU Digital Commons, 2018. https://digitalcommons.fiu.edu/etd/3684.

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As a business becomes dependent on knowledge and intellectual capabilities, human resource management is undoubtedly a key driver of an organization’s success. In the same vein, the importance of managing human resources for the multinational enterprise (MNE) cannot be overstated (Dowling, 1999; Hiltrop, 1999; Tung, 1984). Since a large number of MNEs depend on expatriates to run their global operations despite their relatively high costs, it is essential for MNEs to develop a better understanding of expatriate management. In this regard, the psychological contract has received recent attention as an underlying mechanism for managing expatriates. However, existing psychological contract studies have paid little heed to the unique contexts of expatriate employment relationships (Ng & Feldman, 2009; Lub, Bal, Blomme, & Schalk, 2016), which are different from domestic employment relationships. Expatriates are often exposed to more complex environments than their domestic counterparts, such as different cultures. Moreover, expatriate contracts usually involve multiple parties and are directed by various interests (Kraimer & Wayne, 2004; Mendenhall & Oddou, 1985). Therefore, the current understanding of psychological contracts in the expatriation context is not well understood. This could potentially hinder the ability to manage expatriates on international assignments. Using social exchange theory and equity theory, this dissertation seeks to explore expatriates’ psychological contracts in the multi-contextual nature of expatriation. More particularly, this dissertation aims to examine the effects of psychological contract violations on attitudinal outcomes in the expatriation context and also discover potential moderators of that relationship at the individual, organizational, and national levels. Using an expatriate sample, this dissertation employs two questionnaires within a two-week interval. The findings of this dissertation contribute to a clearer understanding of expatriate management by answering essential questions of what impact perceived psychological contract violations have on expatriate attitudes and how individual, organizational, and national factors influence the effects of perceived psychological contract violations.

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Oberholster, Abraham Johannes. "THE MOTIVATION OF NPO WORKERS FOR ACCEPTING INTERNATIONAL ASSIGNMENTS." NSUWorks, 2011. http://nsuworks.nova.edu/hsbe_etd/84.

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This dissertation explores the underresearched topic of the motivation of non-profit organizational (NPO) workers for accepting international assignments (IAs). In the literature review, the motivation and reasons for working and living outside the home country by multinational corporate expatriates, international migrants, and long-term international volunteers are summarized. With the reasons for expatriation distilled from the literature, a self-determination theory (SDT) approach, and open-ended questions, the motivations for NPO workers to accept IAs are factor analyzed and triangulated using data from a sample of more than 140 Christian mission and humanitarian workers originating from 25 countries and representing 48 sending organizations. Four NPO worker motivation profiles are tentatively identified and described using cluster analysis of the SDT motivations and Kruskal-Wallis analysis of the reasons of accepting an IA, individual cultural values, organizational commitment, and demographic variables. The NPO worker cluster groups include the Caring Internationalist, the Self-Directed Careerist, the Obedient Soldier, and the Movement-Immersed Worker. The findings hold implications for international human resource managers toward the effective recruitment, selection, training and development, career management, and support and encouragement of NPO expatriates with the goal of an increase in the incidence of expatriation assignment success.

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Darby, Roger. "International human resource management : a study of the role of organisational support systems in determining the subsequent performance of expatriate managers." Thesis, University of Sussex, 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.313967.

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This research considers the effective deployment of expatriate managers by international organisations. It is argued that success on international placements is partly dependent upon the identification and development of support for personnel managing such assignments Extant research indicates that the success rates of international assignments are not commensurate with the investments made by organisations. A number of key elements have been identified which, it is argued, if properly supported could ensure a greater degree of satisfaction and success of the `dual' expatriation process. Central to this research is the view that in order for organisations to maximise the skills and abilities of staff sent on international assignments and to minimise the direct and indirect costs of the whole process, these key elements of support should be placed within an organisational policy. This should be framed, communicated, enacted upon and understood by all concerned. This would encompass the He cycle of assignments involving the main phases of pre-departure, post arrival and repatriation. In order to examine this propositional view, this research studied the support given to expatriate managers on international assignments and compares and contrasts it with stated parent company policy in the assistance of their staff placed abroad. A number of methods of enquiry were undertaken. Adopting a Western European perspective, it included the retrospective view by expatriate managers of the support given by their companies in the completion of an international assignment. To examine the extent to which the perceptions of managers of company support on assignments matched declared policy, data from a survey questionnaire of 300 managers from four companies in different sectors was examined. The expatriation policies of four multinational companies were also examined and key personnel were interviewed about the framing and implementation of these policies. Further analysis of perceptions within companies was possible through semi-structured interviews with selected key decision makers. The main contribution of this thesis is the development of a conceptual model identifying a typology of support during the dual expatriation process. This will assist both academic and practitioners to analyse the whole expatriation process and enhance both individual and organisational development.

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Andersson, Jennie, and Shabnam Heidaripour. "Effective Repatriation : A case study of Volvo Construction Equipment in Eskilstuna." Thesis, Jönköping University, JIBS, EMM (Entrepreneurship, Marketing, Management), 2006. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-625.

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Background: Going abroad for a number of years to live and work in a different country and culture is a major change for most people. To make this easier and minimize the risks of facing adjustment difficulties for these people going abroad, companies’ Human resource departments, in particular, have great responsibilities. It is also mainly their responsibility to ensure a smooth re-adjustment for employees returning to home country after a completed international assignment. Today many companies not only underestimate the problems related to an unsuccessful repatriation process, but also do not acknowledge the difficulties that the expatriates face upon return. Moreover, there is evidence showing that only a minority of companies invest substantial resources in the task of creating an Effective Repatriation process, even though researchers have confirmed repatriation to be more challenging than expatriation.

Purpose: The purpose of this thesis is to find out how companies can improve and facilitate the repatriation of their employees. This will be done by examining factors affecting how an expatriate perceives the repatriation process and by identifying the most critical actions in achieving an effective repatriation process.

Method: In order to fulfill the purpose of this thesis a qualitative method was chosen. A case study was conducted over Volvo Construction Equipment in Eskilstuna, based upon personal interviews with expatriates as well as representatives of the Volvo International Assignment Management (VIAM) and Human Resource department of Volvo Construction Equipment in Eskilstuna. Further, the case study included a preliminary study based on a question and answer format, answered by 20 expatriates at Volvo CE in Eskilstuna. With support from information gathered through the preliminary study, later 10 personal interviews were carried out with expatriates at Volvo CE.

Conclusion: The findings of this thesis propose 10 main factors, which influence how an expatriate perceives the repatriation process. These are; (1) the Purpose for why an expatriate is sent abroad, (2) the Picture of the repatriation process and responsibility areas communicated by the home company, (3) the perceived Communication and support, (4) the utilization of Mentorship, (5) Reverse culture shock issues, (6) Career issues, (7) Organizational issues, (8) Practical issues, (9) Family issues and finally,(10) the existence of an Evaluation. Further, the result of this thesis suggest that there are four critical actions in achieving an effective repatriation process; preplanning, communicating and providing support, proactive repositioning process and finally, applying an evaluation.

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Edwards, Susan Teresa. "Yeepam efatawo : we sew and it fits you : the social and cultural context of small-scale enterprise in the tailoring and dressmaking sector of southern Ghana." Thesis, University of Hull, 1997. http://hydra.hull.ac.uk/resources/hull:5396.

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Jacobsson, Therese, and Jessica Palmqvist. "Internationell kompetensförsörjning : tre svenska företags erfarenheter av expatriering och expertskatten." Thesis, Södertörn University College, School of Business Studies, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:sh:diva-3705.

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Frågeställningar: Hur använder svenska multinationella företag expatriering? Hur fungerar expertskatten i förhållande till dess syfte? Vilka konsekvenser medför användandet eller icke-användandet av expertskatten för företagen?

Syfte: Syftet är att undersöka hur svenska multinationella företag använder sig av expatriering som kompetensförsörjning och i det perspektivet utreda huruvida expertskatten fungerar i förhållande till dess syfte.

Metod: En tvärsnittsundersökning genomfördes vid insamling av det empiriska materialet. Primärdata samlades in med hjälp av intervjuer från tre undersökningsföretag. Viss kompletterande sekundärdata har även bidragit till undersökningen.

Slutsatser: Vid de tillfällen då företagen inte kan tillgodose sitt kärnkompetensbehov på en lokal marknad är expatriering en metod att tillgå. Expatriering leder då till en kunskapsförflyttning över de nationella gränserna. Samtliga undersökningsobjekt ställer sig positiva till användandet av expatriering och använder det främst vid behovsdrivna uppdrag. Företagen använder sig av expatriering vid både korta och långa uppdrag. Expatriering är en anställningsform som är förknippad med mycket höga kostnader för företagen och för att kunna behålla konkurrenskraften på de internationella marknaderna finner företagen det absolut nödvändigt med politiska incitament i form av skattelättnader för att kompetensförsörjningen fortsättningsvis ska kunna fortsätta. Det politiska incitament som idag förekommer i form av expertskatten har visat sig inte nyttjas i särskilt stor utsträckning av olika anledningar och med anledning av detta ställer vi oss kritiska till om expertskatten verkligen fungerar i förhållande till dess syfte.

Problem: How do Swedish multinational companies use expatriation? How does the tax relief for foreign key personnel function in relation to its purpose according to the companies? What consequences does the use or non-use of tax relief for foreign key personnel according to the companies?

Purpose: The purpose is to examine how Swedish multinational companies use expatriation as maintenance of competence and in that perspective, analyze whether the tax relief for foreign key personnel function in relation to its purpose.

Method: A cross-sectional survey was conducted for collection of the empirical material. Primary data were collected through interviews from three companies. Some additional secondary data have also contributed to the study.

Conclusion: At times when companies are not being able to meet their core competencies necessary for a local market, expatriation is a method available to use. Expatriation leads to a knowledge transfer across national borders. All survey items are in favor of using expatriation and use it primarily when they have a need-driven mission. The companies use expatriation at both short and long-term missions. Expatriation is associated with very high costs and to maintain competitiveness on international markets, the companies find it absolutely necessary to be able to use political incentives in the form of tax relief for foreign key personnel. The political incentives that currently exist in the form of tax relief for foreign key personnel have been identified as not used to any great extent for various reasons. Because of the results in this thesis we are critical about whether the tax relief for foreign key personnel actually works in relation to its purpose.

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Fletcher, Louise Maree 1975. "Enhancing international strategic predisposition and organisational culture for the effective management of human resources in Australian multinational hotels." Monash University, Dept. of Management, 2005. http://arrow.monash.edu.au/hdl/1959.1/5137.

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Conlin, Brad. "INGO Performance Management Practices and the Need for Accountability." Thesis, Université d'Ottawa / University of Ottawa, 2015. http://hdl.handle.net/10393/32143.

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This study provides a comprehensive look at the current state of best practices in performance appraisal systems in the public and private sector. From this, the main objective for this research paper is to investigate the reasons why INGOs are not currently able to properly implement a ‘best practices’ based performance appraisal system. Furthermore, this paper will provide both future research questions, as well as practitioner based recommendations. In addition, it will examine the need for higher levels of accountability in INGOs through appropriate performance appraisal systems.

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Sakurai, Yuka, and Yuka Sakurai@anu edu au. "Problems and Prospects in Cross-Cultural Interactions in Japanese Multinational Corporations in Australia." The Australian National University. Faculty of Economics and Commerce, 2001. http://thesis.anu.edu.au./public/adt-ANU20020122.092141.

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As multinational corporations (MNCs) are extending their international operations they need to examine issues such as the localisation of human resource policies and management, and the effective use of local and expatriate managers. Examination of expatriate studies indicates a lack of attention given to the relationships between expatriate managers and local managers or the perspectives of local managers working in MNCs. This thesis attempts to fill these gaps by focusing on the cross-cultural interactions between expatriate and local managers. This thesis addresses the importance of positive cross-cultural understanding between Japanese expatriate managers and local managers in Japanese subsidiaries in Australia, and its effect on work-related outcomes such as job satisfaction and commitment to the organisation. It identifies macro and micro factors which are associated with levels of job satisfaction and commitment of Japanese expatriate managers and Australian managers with special focus on economic functions of industry, communication, and mutual perceptions. Conceptual models for predicting organisational commitment for Japanese expatriate and Australian managers are developed, and the validity of the models is empirically tested. ¶ Australian managers and Japanese expatriate managers working for Australian subsidiaries of twelve Japanese-owned firms completed self-report questionnaires anonymously. A unique paired data set is used for particular analyses such as measuring communication and perceptions of each other. This thesis examines differences in work values and beliefs between Japanese expatriates and Australian managers on issues derived from structural and cultural features of Japanese MNCs; for example, the type of subsidiary-head office management (eg. strategic planning), integration of local managers, group-oriented decision making, and work ethic. It is found that there is a significant gap in perceptions between Japanese and Australian managers with regard to corporate membership, but no significant differences are found in their opinions towards the strategic planning style of management. Contrary to our expectations, Australian managers are found to be more group-oriented than Japanese managers. ¶ The characteristics of two industries, general trading firms (the sogo shosha) and manufacturing firms, are discussed and their impacts upon cross-cultural relationships and work attitudes of managers are examined. Findings indicate that Australian managers in manufacturing firms have more positive perceptions of work relations with Japanese managers and positive work attitudes than Australian managers in the sogo shosha. This suggests that manufacturing firms provide a more positive work environment to Australian managers than the sogo shosha, whereas cross-cultural interactions in the sogo shosha are not very effective, which may cause misunderstanding and mistrust between managers, and lower levels of job satisfaction and organisational commitment of local managers. The type of industry does not affect the work attitudes of Japanese managers or their perceptions of Australian counterparts. ¶ A conceptual model for predicting the organisational commitment of Japanese and Australian managers are developed and tested empirically. Independent variables included in the model are: individual characteristics, type of industry, psychological integration of local managers into the Japanese organisation, work relations between Japanese and local managers and job satisfaction. Results indicate that job satisfaction, work relations and tenure have significant impacts upon organisational commitment of Australian managers. As for the Japanese managers, job satisfaction and tenure have significant impacts upon organisational commitment, but no association between work relations and organisational commitment is found. In addition, the relationship between work relations and organisational commitment for the Australian managers is partially mediated by job satisfaction, however, this is not the case with the Japanese managers. ¶ The findings of this thesis will improve our understanding of cross-cultural interactions between expatriates and local managers, increasing overall firm performance and improving the quality of cross-cultural relationships within contemporary society. Moreover, these findings will provide a wider perspective on understanding how organisations can implement localisation of management and integrate local managers into the organisation.

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Káčerová, Martina. "Návrh efektivní personální politiky ve společnosti DSG International SSC,s.r.o." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2009. http://www.nusl.cz/ntk/nusl-222322.

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Tato diplomová práce hodnotí způsob řízení lidských zdrojů ve společnosti DSG International SSC s. r. o. Na základě teoretických východisek se zabývá rozborem jednotlivých personálních činností. Dotazníkové šetření odhaluje silné a slabé stránky týkající se spokojenosti zaměstnanců a charakteristických rysů jejich práce. Navržené kroky na zlepšení poskytují možnost jak v budoucnu dosáhnout větší efektivity v oblasti řízení lidského kapitálu.

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Gannon, Judith Margaret. "Strategic human resources and their management : the case of unit general managers in international hotel companies." Thesis, Oxford Brookes University, 2007. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.444287.

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Aguzzoli, Roberta López. "Gestão de pessoas internacional como multinacionais brasileiras internacionalizam seus recursos humanos?" reponame:Biblioteca Digital de Teses e Dissertações da UFRGS, 2007. http://hdl.handle.net/10183/11234.

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Ao longo do século XX, o comportamento das empresas tomou novos rumos. A globalização e a conseqüente abertura do mercado tornaram-nas mais competitivas, exigindo a busca por novas alternativas que as mantivessem rentáveis. Desta forma, diversas empresas, na procura por novos mercados, alternativa à sua sazonalidade, busca por conhecimento, diversificação de risco, ou mesmo de vantagens produtivas, internacionalizaram suas atividades. Tal processo impactou no gerenciamento das pessoas e na estrutura dos Recursos Humanos. Portanto, objetiva este estudo compreender como multinacionais brasileiras localizadas na região sul do país, em diferentes estágios de internacionalização, gerenciam suas políticas e práticas de Gestão de Pessoas na subsidiária. Para cumprir tal objetivo, a presente pesquisa, exploratório-descritiva, foi dividida em duas etapas: uma qualitativa e outra quantitativa. A primeira, de caráter exploratório, foi realizada através de dois estudos de caso, em empresas gaúchas, em diferentes estágios de internacionalização. Esta fase permitiu a construção do instrumento de coleta utilizado na etapa quantitativa, sendo enviado para a população estimada de 41 empresas da região sul do país. Assim, com os resultados obtidos na fase exploratória e com uma amostra de 73,2%, na etapa quantitativa, pôde-se verificar diferenças na estrutura e funcionamento dos Recursos Humanos de empresas em níveis distintos do processo de internacionalização. Verificou-se que em estágios iniciais das atividades no exterior as empresas não possuem políticas e práticas de Gestão de Pessoas estruturadas, pois elas provêm da matriz. Com sua expansão internacional, as multinacionais passam gradualmente a estruturar seus recursos humanos, atendendo às diversas demandas do ambiente. O que permite supor que quanto mais inseridas em um país e conhecedores de sua cultura, mais o RH se estrutura, desenvolve e aprimora suas políticas e práticas.
Over the XX century, the enterprises behavior took new ways. Globalization process and the consequent market opening forced companies to be more competitive, demanding new alternatives that keep them more profitable. So, many companies, looking for new markets, knowledge, alternative to market changes, risk diversification, or even productivities advantages internationalized their activities. This process involved changes in people management and in Human Resources structure. Therefore, this study seeks to identify how Brazilian multinationals, located in Southern region of the country, in different stages of internationalization, manage its politics and practices oh Human Resources in the subsidiary. To reach the goal of the present research, exploratory-descriptive, was divided into two stages: one qualitative and the other quantitative. The first, exploratory, was done applying two case studies, in companies from the Rio Grande do Sul state in different stages of internationalization. This phase permitted to develop a questionnaire to the quantitative stage that was sent to 41 multinationals located in Southern Brazil. So, with the results obtained on exploratory stage and with 73,2% returned questionnaires, on quantitative phase, we could verify differences in the structure and management of Human Resources in companies in distincts stages of internationalization. We verified that in the initial stages of its activities in the foreign countries, those companies do not have structured policies and practices of HR. It comes from the headquarter. With the international expansion, the multinational gradually became to structure its Human Resources, accomplishing the demands from the environment. This led to suppose the more these companies are inserted a country and understand its culture, the better the HR is structured, develops and improves their politics and practices.

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Duderija, Amina, and Karlsson Frida. "Borta bra men hemma bäst? : En studie om hur Stora Enso arbetar med Gender Diversity Management i relation till nationell kultur." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-415742.

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Trots att industrin står för hela 20 % av den totala sysselsättningen i Sverige, utgörs 80 % av branschens anställda av män. I denna kvalitativa studie av det multinationella företaget Stora Enso, undersöktes företagets arbete med Gender Diversity Management på marknader med olika typer av nationell kultur. Teorier som berör International Human Resource Management, Gender Diversity Management och nationell kultur utgör studiens teoretiska referensram. Fem intervjuer har genomförts med informanter från Stora Ensos olika avdelningar. Studien visade att Stora Enso har en del lokala policys gällande GDM, men att detta bör arbetas mer konkret med på central nivå, då de anställda upplevde att företaget i vissa avseenden brast inom ämnet. Då det fanns både fördelar och nackdelar med Stora Ensos arbete med GDM på såväl hemmamarknaderna som värdmarknaden finns det inga tydliga indikationer på att olika typer av nationell kultur har varit avgörande för företagets möjlighet att bedriva GDM.

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Keeley, Timothy. "Host country national managers in Japanese subsidiares in Southeast Asian countries and Austalia (Malaysia, and Singapore and Thailand)." Thesis, Queensland University of Technology, 2000. https://eprints.qut.edu.au/106895/1/T%28BS%29%20214%20Host%20country%20national%20managers%20in%20Japanese%20subsidiaries%20in%20Southeast%20Asian%20countries%20and%20Australia%20%28Malaysia%20and%20Singapore%20and%20Thailand%29.pdf.

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This thesis focuses on how well host country national (HCN) managers are integrated into the management process of Japanese subsidiaries in Southeast Asia and Australia as well as in that of the parent companies themselves. It appears that in the majority of Japanese subsidiaries in Southeast Asia and Australia management control is firmly in the hands of Japanese parent company national (PCN) managers. The most important decisions are made by Japanese employees who are either working temporarily at the overseas subsidiary or at the parent company in Japan. HCN managers play a minor role in the decision making process, their function is limited mainly the gathering of relevant information or making minor day-to-day operational decisions. The conclusions are based on a review of the relevant literature and quantitative as well as qualitative data gathered specifically for this research. The data was gathered in two phases, one in 1994 and the other in 1996. Information was obtained from HCN and PCN managers at Japanese subsidiaries in Australia, Malaysia, Singapore, and Thailand. The research instruments included questionnaires and in-depth interviews.

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Адекунле, А. А. "Analysis of formation and implementation of company strategy (case study of Mondelez International)." Master's thesis, Сумський державний університет, 2018. http://essuir.sumdu.edu.ua/handle/123456789/71865.

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Нова роль людини у виробництві та швидкі зміни в економіці, організаційній культурі та технології по-новому встановлюють такі завдання, як ретельний відбір, навчання, винагорода та раціональне використання персоналу. Вирішення цих завдань в рамках традиційної роботи з персоналом виявилося неможливим. Управління персоналом в сучасних умовах має бути невід'ємною частиною процесу планування та реалізації стратегії. Сьогодні стратегічні цілі організації можуть бути реалізовані тільки персоналом, який відповідає як кваліфікаційним вимогам, продиктованим конкретною стратегією, так і мотиваційним вимогам, необхідним для переходу до нового, нестабільного бізнес-середовища. У цьому сенсі процеси стратегічного планування можуть успішно розвиватися лише при розгляді наслідків обраної стратегії для персоналу. Стратегічне управління персоналом в рамках нового підходу до управління дає великі переваги організаціям, що працюють у різних сферах життя сучасного суспільства. Ці переваги полягають у раціональному використанні такого обмеженого ресурсу, як персонал.
Новая роль человека в производстве и быстрые изменения в экономике, организационной культуре и технологиях по-новому ставят перед собой такие задачи, как тщательный отбор, обучение, оплата труда и рациональное использование персонала. Решение этих задач в рамках традиционной работы с кадрами оказалось невозможным. Управление персоналом в современных условиях должно стать неотъемлемой частью процесса планирования и реализации стратегии. Сегодня стратегические цели организации могут быть реализованы только персоналом, который отвечает как квалификационным требованиям, диктуемым конкретной стратегией, так и мотивационным требованиям, необходимым для перехода в новую, нестабильную бизнес-среду. В этом смысле процессы стратегического планирования могут успешно развиваться только при рассмотрении последствий выбранной стратегии для персонала. Стратегическое управление персоналом в рамках нового подхода к управлению дает большие преимущества организациям, работающим в различных сферах жизни современного общества. Эти преимущества заключаются в рациональном использовании такого ограниченного ресурса, как персонал.
The new role of man in production and the rapid changes in the economy, organizational culture and technology in new ways set such tasks as careful selection, training, remuneration and rational use of personnel. The solution of these tasks in the framework of the traditional work with the staff turned out to be impossible. Personnel management in modern conditions should be an integral part of the process of planning and implementing a strategy. Today, the organization’s strategic goals can be realized only by personnel who meet both the qualification requirements dictated by a specific strategy and the motivational requirements necessary for transition to a new, volatile business environment. In this sense, strategic planning processes can successfully develop only when considering the consequences of the chosen strategy for staff. Strategic personnel management in the framework of the new approach to management gives great advantages to organizations operating in various spheres of life in modern society. These advantages are in the rational use of such a limited resource as personnel.

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Karim, Lawko, and Julia Lindahl. "Is Your Diversity Agenda Really Working? : A case study on Boston Consulting Group (BCG) in Sweden." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-447970.

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In the last decades, research in the field of diversity management has placed a focus on inclusion. It is argued that a diverse and inclusive workplace can lead to productivity and creativity, thus economic growth. However, in order to effectively manage diversity, it is important to recognize the differences in individuals as a focus on sameness can create an exclusionary environment where employees conform to the mainstream culture. This, according to more recent research in the topic, remains a diversity challenge. Further, diversity management has placed an increased awareness on the importance of creating an inclusive environment. Therefore, this thesis aims to understand what may hinder ethnic minorities within an MNC to feel included for effective diversity management to be achieved. Consequently, a qualitative and case study design has been implemented with Boston Consulting Group (BCG) as a case company. It allowed for an in-depth company view and analysis of the thoughts and feelings of inclusion among the employees at BCG. The findings indicate that a lack of recognition of diversity and the fact that employees with a different ethnic background assimilate to the dominant office culture hinders inclusion. Therefore, the case company does not achieve effective diversity management.

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Mohamed, Rosmah. "International comparative study of the effects of 'best practice' human resource management on worker outcomes in local government organisations : a case between England and Malaysia." Thesis, Cardiff University, 2007. http://orca.cf.ac.uk/54329/.

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This study empirically tests the universal thesis which proposes that 'best practice' HRM leads to enhanced individual and organisational performance. Research on the relationship between 'best practice' HRM and organisational performance has been of increasing interest over the last few decades. Findings from these studies have reported positive relationships between 'best practice' HRM and organisational performance however the majority of studies have used company-dominated performance measures. Few have considered the effects of HRM practices on worker outcomes - a significant omission in the extant literature. Moreover, most of the studies conducted in this area are based on research emerging from the US and UK private sector organisations. Whether the universal thesis has similar performance effects across national contexts and sectors (public/private) has largely been untested. Therefore, the purpose of this study is to test the universal thesis in a non-Westernised country and to compare the effects of 'best practice' HRM on workers' performance outcomes in public sector organisations in England and Malaysia. A self-administered questionnaire survey of 569 (England) and 453 (Malaysia) frontline workers, supervisors and middle managers working in England and Malaysia local government organisations was undertaken. The findings show that 'best practice' HRM explained workers' motivation, organisational citizenship behaviour and perceived organisational performance to a greater extent in Malaysia than in England local government organisations. Workers in Malaysia were found to be more motivated and more willing to help others with no additional pay in comparison to their England counterparts. However, even though 'best practice' HRM affected job satisfaction and intention to quit in both countries, the effect was greater for England workers. Furthermore, of the six HRM practices examined in this study, team working consistently had the most powerful effects on worker outcomes in both England and Malaysia local government organisations. Therefore, it appears that team working is an important predictor for achieving desirable worker outcomes in both countries. The findings also show that organisational climate explained job satisfaction more so in Malaysia than in England local government organisations. Also, organisational climate predicted workers' motivation and organisational citizenship behaviour in Malaysia but not in England. Concerning the relationship between worker outcomes and perceived organisational performance, the findings show that different outcomes predicted organisational performance. For instance in England job satisfaction predicted perceived organisational performance whereas, in Malaysia motivation and intention to quit predicted perceived organisational performance. In conclusion, this study has addressed the significant gaps in the extant literature and has presented empirical evidence in support of the universal thesis, in that the evidence presented reports statistically significant relationships between 'best practice' HRM and worker outcomes in public sector organisations in both Westernised and non-Westernised countries.

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McAloon, Patrick O. "Chinese at Work: Evaluating Advanced Language Use in China-related Careers." The Ohio State University, 2008. http://rave.ohiolink.edu/etdc/view?acc_num=osu1218548897.

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Grigorovová, Petra. "Specifika personálního řízení v multinacionální společnosti." Master's thesis, Vysoká škola ekonomická v Praze, 2009. http://www.nusl.cz/ntk/nusl-11043.

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This thesis explores specific aspects of human resource management in an international environment. The purpose of the thesis is to analyse some of HR activities in an multinational organization and to provide recommendations to challenging areas in company Concur.

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Santos, Rute Pedrosa dos. "New trends on expatriation and challenges for IHRM : a state of the art." Master's thesis, Instituto Superior de Economia e Gestão, 2016. http://hdl.handle.net/10400.5/13319.

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Mestrado em Gestão de Recursos Humanos
A globalização das economias, ao longo dos anos, levou ao aumento do número de empresas a operar internacionalmente. Consequentemente, o número de missões internacionais continua a aumentar, enquanto as empresas adoptam abordagens mais flexíveis. Surgem então alternativas às tradicionais missões de expatriados de longa duração, não sendo claro em que medida é que estas alternativas são menos disruptivas para a vida dos colaboradores. Apesar da crescente tendência entre as EMN (Empresas Multinacionais) em contar com estas formas de missões alternativas para levar a cabo negócios internacionais, o grosso da pesquisa e dos estudos permanece focado nas experiências dos tradicionais expatriados de longa duração. Dado este contexto, o objectivo principal desta dissertação é estudar as novas tendências ao nível das missões internacionais em EMN contemporâneas, bem como as suas implicações na área da GIRH (Gestão Internacional de Recursos Humanos). A hipótese principal baseia-se na ideia de que a predominância da expatriação de longa duração, tanto na literatura como na prática dos gestores de RH (Recursos Humanos), tem conduzido a uma relativa negligência ao nível da gestão das novas formas de missões internacionais.
The globalization of economies, over the years, has increased the number of companies operating internationally. Consequently, the number of corporate international assignments continues to rise and companies are adopting more flexible approaches. Alternatives to the traditional long-term expatriate assignment are emerging but it is not clear to what extent they are less disruptive to employees’ lives. Despite the growing trend among MNCs (Multinational Companies) to rely on these alternative forms of assignments to conduct international business, the bulk of the research remains focussed on the traditional long-term expatriate experiences. Given this context, the main aim of this dissertation is to study the new trends of international assignments in contemporary MNCs and their implications in the field of IHRM (International Human Resource Management). Our main hypothesis is that the predominance of long-term expatriation in both the literature and practice of HR (Human Resources) managers has led to a relative neglect of the management of new forms of dislocation.
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Kyeyune, Catherine. "Towards the Development of a Cultural Competence Framework for Human Resource Development Professionals in International Business: A Study of Best Practice Learning and Diversity Companies." OpenSIUC, 2012. https://opensiuc.lib.siu.edu/dissertations/654.

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In a global environment, growing business corporations have recognized the role diversity plays in business development. However, the human resource development (HRD) profession charged with the responsibility for developing any organization's human resources, has not defined what cultural competence is and its role in improving the performance of HRD professionals. This study sought to define cultural competence and determine how it could be developed and assessed. The theoretical framework used was an intercultural perspective of intercultural competence, studies in HRD that focus on a training-culture context fit, and professional definitions of cultural competence. A mixed research method utilizing survey and personal interviews was employed to study Best Practice Learning and Diversity companies. Thirty-nine companies credited as American Society for Training and Development (ASTD) Best Award winners for workplace learning and performance were surveyed. The sample represented various sectors in the corporate industry such as information technology, financial services, manufacturing and retail. Due to a low response rate, eight senior global diversity officials from companies credited as Best Diversity companies by DiversityInc. were interviewed. Five of the companies studied were among the leading Top 10 global diversity companies. The other three ranked highly among the Top 50 diversity companies. The data collected was analyzed using grounded theory. Using this theory, the study identified attributes that describe cultural competence, and various approaches that are used to develop and assess it. Based on the study results, an HRD theory of cultural competence was developed. This theory includes: (a) a definition of cultural competence; (b) a cultural competence framework that provides performance indicators for HRD professionals; organizations, its leaders and employees; and (c) an assessment guide that provides a cultural competence inventory for HRD professionals. To ensure study validity, the survey instrument used in the study was pilot-tested among business scholars. In addition, the study addressed the issues of theoretical sensitivity such as the role of the literature reviewed, the researcher's biases, and the analytical process that was used for theory development. This study has implications for higher education and professional practice. The cultural competence framework developed in this study contributes to the standardization of HRD practices such as education, training and non-training HRD programs. The assessment guide provides a cultural competence inventory for HRD professionals. The results of this study would also be useful for companies that regularly benchmark their operations against best practices. In this way, the study contributes to the effort of aligning HRD practices to theory developed through HRD cross-cultural research

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Barrón, Löthman Laura. "Leading Organizational Change Globally : A study of the success factors for effectively driving change in a multicultural and international company." Thesis, Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:ltu:diva-64760.

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Organizations face challenges in terms of costs and resistance when dealing with change. Global organizations face additional challenges with change when dealing with differences in national culture. The purpose of this thesis was to investigate organizational change in an international and multicultural environment. The aim was to discover how global companies can effectively drive change by analyzing perspectives, experiences, attitudes and values of change of employees of different nationalities and positions in a global company. Research questions such as: “What factors enable or prevent the implementation of organizational changes?”, “Which are the success factors for leading change in a global organization?”, “What are the challenges when it comes to leading change in a global organization?” and “Is there a difference in perspectives, attitudes, motivation and values towards change?” Were answered in this investigation. Semi-structured informant and respondent interviews as well as quantitative surveys were conducted. Analysis shows that factors affecting organizational change processes were dimensions of change, structure, time, support, change competencies, clarity and justifications for the change. Results showed that concern for human factors and global/ local awareness were success factors when leading change. Challenges identified included the delivery of a complete communication across the organization, adapting change approach to all cultures and an eagerness to create organizational changes. At last, results showed that respondents differed in perspectives, experiences and motivation for change. Statistical analysis proved that these differences were attributed to nationality but also to age and position. Finally, a discussion of results highlights the importance for organizations to understand and solve the dilemma of doing both, managing and leading change.

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Stendahl, Emma, and Lovisa Tideman. "Ledaren - Företagets juvel? : En fallstudie om ledarens betydelse för företagets internationella framgång." Thesis, Linnaeus University, Linnaeus School of Business and Economics, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-5869.

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Syftet med uppsatsen är att studera det växande behovet av International Human Resource Management (IHRM) i syfte att skapa förståelse för företagets interna resurser och hur dessa kan bidra till företagets utveckling. För att uppnå uppsatsens syfte har vi utformat följande huvudproblem; I vilken utsträckning kan ett företags strävan efter internationell framgång förstås genom dess ledare? För att besvara det formulerade huvudproblemet har vi valt att använda en kvalitativ ansats och tillämpat fallstudie som forskningsstrategi.

Den teoretiska referensramen innefattar en beskrivning av olika etableringsstrategier och medföljande ledarpositioner samt behandlar det resursbaserade synsättet vilket är relevant för vårt ämnesval och vår frågeställning. Vidare består av teorikapitlet av en deskription av IHRM och tillsättningsstrategier. Det empiriska kapitlet behandlar den information som tillhandahållits genom fallföretaget och dess informanter rörande ledarpositioner och efterfrågade kompetenser hos en internationell ledare. Kapitlet är strukturerat utefter de informanter vi utsett; företagets VD, marknadschef samt försäljningschefer.

I analyskapitlet diskuteras och analyseras den teoretiska referensramen tillsammans med det empiriska utfallet. Kapitlet belyser de olika ledarpositioner som medför de valda etableringsstrategier samt vilka kompetenser som prioriteras vid tillsättning av den internationella ledaren. Från vår analys framgår det att de främsta kompetenser en kvalificerad försäljningschef bör besitta är förmågan till social kompetens och ett tekniskt kunnande, goda förhandlingskunskaper samt en stark drivkraft. Vidare i kapitlet analyseras de faktorer som kan bidra till företagets internationella framgång.

Uppsatsens slutsats visar att NORDENs ledande position inom tubfyllningsbranschen har uppkommit tillföljd av försäljningschefernas ovärderliga erfarenhetsbaserade kunskaper samt förmågan att anpassa företagets globala strategi till lokala kunders önskemål. Avslutningsvis presenteras förslag till fortsatt forskning inom IHRM samt rekommendationer till fallföretaget.

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Mukazhanova, Karina, and Karina Mukazhanova. "A Cross-Cultural Comparison of Leadership Choices: Commonalities and Differences Among Female Leaders in the United States, Kazakhstan and Sweden." Thesis, University of Oregon, 2012. http://hdl.handle.net/1794/12398.

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This study examines commonalities and differences in leadership choices preferred by female leaders in Kazakhstan, Sweden and the United States of America. The results of the study show that all respondents (1) value the same leadership traits; (2) recognize the importance of mentorship; (3) share the same opinion about what is the most common mistake that can derail a leader's career and (4) face the same challenges at the workplace. The study revealed differences in following categories: (1) family-work balance issue; (2) conflicts at the workplace; (3) leadership development practices; (4) choosing among equally - qualified candidates. Since the entire Central Asian region is largely overlooked in cultural analysis of managerial styles, I also suggest an original cultural metaphor for Kazakhstan and an original dimensional analysis of Kazakh culture. I also argue that leadership choices develop and transform over the time adjusting to the changes of the social reality.

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Pearce, Alison. "How can international staff exchange be implemented as part of the execution of an internationalisation strategy in UK higher education? : the case of a strategic entrepreneur." Thesis, Northumbria University, 2011. http://nrl.northumbria.ac.uk/5456/.

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This work constructs a bridge across the "knowing-doing gap" of international staff exchange: the gap between strategy formulation and its execution within the constraints of a post-1992 university business school in the UK. It goes beyond the common, well-intentioned and yet vague statements involving the "encouragement" of international staff exchange to propose a model of execution through strategic entrepreneurship. The promotion of international staff mobility is a founding principle of the "Bologna Process", designed to create a converged system of higher education across Europe. Many UK "new" (ie post-1992) universities are engaged in the development of internationalisation strategies which include staff exchange. Meanwhile, the failure to execute strategy is increasingly acknowledged as a major problem in organisational performance. Using a first-, second and third-person Insider Action Research (AR) approach, the author initiated, planned, organised and implemented an international staff exchange between universities in the UK and France. Data generated were subjected to a double process of analysis in order to construct the new model. A policy of "subjectivity with transparency" and transcontextual credibility throughout enables the reader to judge transferability. Duality is the nature of this "bridge" and the simplistic transplant of the expatriation policies of commercial organisations is avoided. Concepts from the theoretical literature in three domains - strategic management and entrepreneurship in higher education, internationalisation of higher education and strategy execution through strategic entrepreneurship - are combined with the research analysis to propose that "strategic entrepreneurs" can execute the riskier elements of an internationalisation strategy, such as staff exchange. Members of the creative class, strategic entrepreneurs are attracted and motivated by the foundation of a diverse environment and entrepreneurial culture promoted by a university's values-driven, holistic approach to internationalisation. Their autonomous strategic behaviour must be facilitated by an execution-focussed organisational architecture. In a university, the overall approach to staff exchange should combine central and local (school-based) functions and resource both to develop strategic initiatives and to exploit tactical opportunities. This work broadens AR from education into strategic management, specifically linking the areas of strategic execution and strategic entrepreneurship.

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Suengkamolpisut, Wallapa. "Examining the gap between employees’ expectations and their experience of HR practices in luxury five-star hotels in Thailand. A cross-sector comparison of local hotels, national and international chains hotels." Thesis, University of Bradford, 2017. http://hdl.handle.net/10454/17207.

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Tourism and hospitality play a crucial role in the growth of the Thai economy and hoteliers need to consider how to retain their talented employees. The major output of tourism and hospitality is service and this is most critically driven by the human capital of the organisation and supported by human resource practices. This study examined workforce expectations and experiences of work relationships, job security, WLB, pay and remuneration, PM systems, career promotion, training and development and challenging job roles in luxury five-star hotels in Thailand. It employs a multi-method research design using a pragmatic lens, mixed methods and sequential explanatory design through a survey of 578 respondents, followed by 62 semi-structured interviews, the study shows that national chain hotels are more willing and better able to adapt their HR practices initiatives to local conditions when compared to local and international chain hotels. Thai hotel employees emphasise harmonious social relations and a physical closeness to be taken care of by their supervisors and management team like family members. They are increasingly aware of the need for bundles of HR practices and managers therefore need to understand their workforce and the need to incorporate more flexibility in their working practices as part of a brandconsistent system. Finally, managers need to consider the relational psychological contract of the workforce and understand workforce commitment and how this relates to the broader strategy of the organisation.

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Plakhotnik, Maria S. "How Employees with Different National Identities Experience a Geocentric Organizational Culture of a Global Corporation: A Phenomenological Study." FIU Digital Commons, 2010. http://digitalcommons.fiu.edu/etd/319.

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A global corporation values both profitability and social acceptance; its units mutually negotiate governance and represent a highly interdependent network where centers of excellence and high-potential employees are identified regardless of geographic locations. These companies try to build geocentric, or “world oriented” (Marquardt, 1999, p. 20), organizational cultures. Such culture “transcends cultural differences and establishes ‘beacons’ – values and attitudes – that are comprehensive and compelling” (Kets de Vries & Florent-Treacy, 2002, p. 299) for all employees, regardless of their national origins. Creating a geocentric organizational culture involves transforming each employee’s mindset, beliefs, and behaviors so that he/she can become “a world citizen in spite of having a national identity” (Marquardt, 1999, p. 47). The purpose of this phenomenological study was to explore how employees with different national identities experience a geocentric organizational culture of a global corporation. Phenomenological research aims to understand “how people experience some phenomenon—how they perceive it, describe it, feel about it, judge it, remember it, make sense of it, and talk about it with others” (Patton, 2002, p. 104). Twelve participants were selected using criteria, convenience, and snow-ball sampling strategies. A semi-structured interview guide was used to collect data. Data were analyzed inductively, using Moustakas’s (1994) Modification of the Stevick-Colaizzi-Keen Method of Analysis of Phenomenological Data. The participants in this study experienced a geocentric organizational culture of a global corporation as on in which they felt connected, valued, and growing personally and professionally. The participants felt connected to the companies via business goals and social responsibility. The participants felt valued by the company because their creativity was welcomed and they could contribute to the corporation certain unique knowledge of the culture and language of their native countries. The participants felt growing personally and professionally due to the professional development opportunities, cross-cultural awareness, and perspective consciousness. Based on the findings from this study, a model of a geocentric organizational culture of a global corporation: An employee perspective is proposed. Implications for research and practice conclude this study.

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Eriksson, Julia, and Sarah Hylén. "Ett bättre klimat startar med HRM? : En kvalitativ studie om gröna HR-aktiviteter inom multinationella industriorganisationer." Thesis, Södertörns högskola, Institutionen för samhällsvetenskaper, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:sh:diva-45788.

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Problem: Inom området Grön Human Resouce Management (HRM) har en begränsad mängd empiriska underlag producerats och forskare hävdar att ämnet kräver mer forskning, särskilt i relation till multinationella organisationer. Övervägande del av befintliga studier om grön HRM har undersökt området genom kvantitativa metoder och denna studie avser därför att studera området kvalitativt. För att utöka den empiriska forskningsgrunden har studien avgränsats till att studera multinationella organisationer (MNC) som är verksamma inom industrisektorn. Syfte: Syftet är att skapa en ökad förståelse för hur gröna HR-aktiviteter formas och används inom multinationella industriorganisationer. Vidare syftar även studien att tillföra en ökad förståelse för vad som påverkar införandet av gröna HR-aktiviteter i företag som är verksamma inom denna sektor. Metod: Studien utgår från en deduktiv ansats och för att uppnå studiens syfte har en kvalitativ metod i form av semistrukturerade intervjuer med HR-verksamma använts. Totalt har tre fallföretag studerats och primärdata har samlats in genom fem olika intervjuer med totalt sex olika respondenter. Primärdata har analyserats genom en riktad innehållsanalys av det latenta innehållet. Slutsats: Studiens resultat visar att MNC:s verksamma inom industrisektorn delvis bedriver gröna HR-aktiviteter inom områdena rekrytering och urval, kompetensutveckling, anställningsrelationer (involvering och deltagande) samt belöning. Studiens resultat indikerar även att gröna HR-aktiviteter tenderar att vara lokalt utformade i jämförelse med HR-aktiviteter som inte bedrivs ‘grönt’ och som istället tenderar att vara standardiserade HR-aktiviteter utformade av HQ. De faktorer som denna studie kunde finna ha en inverkan på organisationernas införande av gröna HR-aktiviteter är den yngre generation, nationella krav och lagstiftningar, en organisations ledning, kostnader, utvecklingsinitiativ, aktuella restriktioner som ett resultat av den pågående Covid-19-pandemin samt samhällstrender.

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Gallon, Shalimar. "O processo de expatriação na internacionalização empresarial : estudo de casos múltiplos em uma empresa portuguesa e uma empresa brasileira." reponame:Biblioteca Digital de Teses e Dissertações da UFRGS, 2015. http://hdl.handle.net/10183/131342.

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A expatriação é um processo corrente na condução dos negócios internacionais, auxiliando na interface e no alinhamento de políticas e práticas da Gestão de Recursos Humanos (GRH) com a estratégia empresarial, tendo, pois, importância na sua expansão global. A principal contribuição do presente estudo é explorar o processo de expatriação na perspectiva estratégica, destacando a importância de seu planejamento, a fim de contribuir para a consecução dos objetivos globais da organização. Defende-se que a internacionalização de uma empresa requer a presença de expatriados, sobretudo no início deste processo; estando a expatriação, portanto, relacionada com a maturidade da internacionalização da organização. Objetiva-se, portanto, analisar a influência da expatriação na estratégia de internacionalização de empresas portuguesas e brasileiras, por meio de um estudo de casos múltiplos. Ela se constitui em estudo qualitativo, no qual a coleta de dados ocorreu por meio de um roteiro semiestruturado, contemplando 30 entrevistas. Na análise de dados, foi utilizado o software Max-Qda (2007) para auxiliar a organização das categorias de análise, baseada na técnica de análise de conteúdo. As entrevistas e o referencial teórico foram a base para entender o desenvolvimento da GRH, possibilitando discorrer sobre cada etapa de amadurecimento da GRH, bem como identificar as principais políticas e práticas que fazem parte do processo de expatriação, o que também foi mapeado na concepção de três etapas relacionadas. Verificouse existirem diferenças no amadurecimento internacional e na gestão de expatriados das duas empresas investigadas, em função dos objetivos propostos para esse processo, sendo possível afirmar que, de modo geral, as empresas portuguesas pesquisadas estão mais internacionalizadas que as brasileiras estudadas. A empresa portuguesa Plástico entende que a expatriação já está incorporada em seu cotidiano, não sendo um processo glamouroso, fato presente na empresa brasileira Elétrica, na qual os expatriados são tratados como pessoas ‘escolhidas’ para representá-la. As configurações de empregados levantados no contexto internacional foram de temporário, expatriado, repatriado e impatriado, na empresa brasileira; e temporários/ equipe de apoio, expatriado e cidadão do mundo, na empresa portuguesa. Em ambas as empresas, a expatriação está atrelada ao amadurecimento internacional, mesmo que seja no início da internacionalização. Conforme houve o amadurecimento internacional da empresa portuguesa, os expatriados assumiram a configuração de expatriado permanente e de equipe de apoio, pois são expatriados prontos para iniciar uma operação de uma nova unidade. Para a empresa brasileira, o amadurecimento internacional ocorreu no aprendizado dos repatriados (de melhorar as políticas e práticas para reter esses empregados) e de receber impatriados. Em relação à internacionalização, a empresa Plástico tem uma perspectiva global com uma perspectiva metanacional, enquanto a empresa Elétrica apresenta uma estrutura de multinacional, almejando ser uma corporação global, com algumas áreas estruturadas globalmente. A expatriação tem caráter dinâmico, inclusive pela movimentação internacional que muda rapidamente, influenciando as empresas de maneira tão fluída que, por vezes, nem as próprias empresas percebem as próprias mudanças. A quantidade de expatriação, no conceito corrente – empregado enviado por uma empresa para viver e trabalhar em outro país por dois ou mais anos (CALIGIURI, 2000) –, diminui conforme a empresa amadurece internacionalmente. A literatura existente sobre esse tema é limitada e não contempla a dinamicidade do processo. No atual cenário global, aumenta o número de pessoas que nascem em determinado país e são criadas e alfabetizadas em outro, configurando uma nova geração de empregados: aqueles que já são formados por diversas culturas e não pertencem a um único país ou a uma única cultura; são cidadãos do mundo, antes mesmo de entrarem nas organizações, cabendo, pois, a essas organizações repensarem a concepção de expatriado.
Expatriation is a common process in the conduct of international business, assisting in the interface and alignment of policies and practices of Human Resource Management (HRM) with the business strategy, and therefore important in its global expansion. The main contribution of this study is to explore the expatriation process in a strategic perspective, emphasizing the importance of its planning in order to contribute to achieving the overall objectives of the organization. It is argued that the internationalization of a company requires the presence of expatriates, especially at the beginning of this process; hence, expatriation is related to the maturity of the organization's internationalization. The objective, therefore, is to analyze the influence of expatriation in the strategy of internationalization of Portuguese and Brazilian companies, from a comparative case study point of view. It is constituted by a qualitative study, in which data was collected through semi-structured interviews, totaling 30 people interviewed. Also, we used the software Max- Qda (2007) in the data analysis to assist in the organization of categories of analysis based on the content analysis technique. Finally, the interviews and the theoretical framework were the basis for understanding the development of HRM, being possible to explain each maturation stage of HRM and to raise the main policies and practices that are part of the expatriation process, which is also mapped in the design of three related steps. In few words, there are differences in the international maturity and the management of expatriates of both companies analyzed, largely because of the objectives of the latter process, being possible to say that, in general, the Portuguese companies analyzed are more internationalized than the Brazilian ones. The Portuguese company Plástico understands that expatriation is already incorporated into their daily lives and it is not a glamorous process. In other perspective, this process is glamorized in the Brazilian company Elétrica, in which expatriates are treated as 'chosen' people to represent it. The settings of employees raised in the international context were temporary employee, expatriate, repatriate and impatriate, concerning the Brazilian company; and temporary/support staff, expatriate and citizen of the world, concerning the Portuguese company. In both cases, expatriation is strongly linked to international maturation, even if it is in the beginning of the process. According to the progress of international maturation, expatriates took the configuration of permanent expatriate and support staff, since they were ready to start an operation of a new unit. For the Brazilian company, the international maturation occurred in the learning of returnees (to improve policies and practices to retain these employees) and receiving impatriates. Regarding the internationalization, Plástico has a global approach with meta-national perspective while, on the other hand, Elétrica has a multinational structure, aiming to be a global corporation with some areas globally structured. The expatriation has a dynamic character, partially because of the international movement rapidly changing, influencing companies in a fluid way that sometimes even the companies do not perceive their changes. The amount of expatriation, in the current concept - employee sent by a company to live and work in another country for two or more years (CALIGIURI, 2000) - decreases as the company internationally matures. The existing literature on this topic is limited and do not consider the dynamics of the process. In the current global scenario, the number of people born in a particular country and created or literate in another increases, setting a new generation of employees: those who are already formed by different cultures and do not belong to a single country or a single culture. These employees are citizens of the world even before entering the organizations, leaving these organizations to rethink the concept of expatriate.

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Dobrovolskaya, Yana. "Řízеní lidských zdrоjů v mеzinárоdní spоlеčnоsti АDP Еmplоyеr Sеrvicеs Čеská rеpublikа, а.s." Master's thesis, Vysoká škola ekonomická v Praze, 2017. http://www.nusl.cz/ntk/nusl-262212.

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This thesis deals with the system of human resource management in international companies. The theoretical part is focused on the concept of international human resource management basic methods and trends and techniques of human resource management in international corporations. The practical part is devoted to analyze the current state of human resources management in ADP Employer Services Ceska republika a.s. the daughter company of international organization ADP Inc. Based on my practical research: employees survey and personal interview with the local HR Business Partner Lead I will evaluate the current state of human resource management system in the company and make series of recommendations that will help to improve the system of human resources for ADPs branch in Czech Republic which is the main contribution of this thesis.

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Khurshid, Akram. "Trends of human resource management in micro finance institutions: A case study of loan officers' turnover issues in the implementing partner, Intermission Micro Enterprise Development (IMED), India of The Opportunity International Network /." Click here to view full text, 2007.

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Dissertations / Theses on the topic 'International human resource management'

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