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ASSIGNMENT ? DETAILED GUIDANCE AND READING
1. Do multinational companies of different national origin have different approaches to IHRM? Discuss with reference to multinationals of at least two nationalities.
Guidance
This question invites you to consider whether multinationals of different nationalities vary in the way they handle HR issues internationally. You should concentrate on assessing whether there is research evidence of differences in IHRM among MNCs of different nationalities. For example, do US, European and Japanese MNCs take different approaches? If so, what areas of IHRM do they do differently? Differences might be in specific areas of HR, e.g. are there differences in MNCs? approaches to pay and performance management? In how they tackle recruitment and selection? In employee involvement and participation? In employee representation and union recognition, etc.? Differences might also be in the way the international HR function is organised or in how HR in foreign subsidiaries is controlled. For example, do MNCs of some nationalities tend to control their subsidiaries more tightly than MNCs of other nationalities? Finally, where you find differences, you should suggest why such differences are found ? for example, do they relate to distinctive features of MNCs? parent business systems?
NB This is a question about differences in multinationals according to their country of origin, not about differences in the host countries where they operate!
Recommended reading for question 1, Multinationals of different national origin.
KEY REFERENCES IN BOLD
Doeringer, P. B., Lorenz, E. and Terkla, D. (2003) ?The adoption and diffusion of high-performance management: lessons from Japanese multinationals in the West?, Cambridge Journal of Economics, 27, 2: 265-86.
Edwards, P. Edwards, T., Ferner, A., Marginson, P., Tregaskis, O. with Adam, D. and Meyer, M. (2007) Employment practices of multinational companies in organisational context: report of the main survey. DMU/Warwick Business School/King?s College London.
Available at http://www2.warwick.ac.uk/fac/soc/wbs/projects/mncemployment/conference_papers/full_report_july.pdf; Tables available at http://www2.warwick.ac.uk/fac/soc/wbs/projects/mncemployment/conference_papers/full_report_tables_21-06-07.pdf
Ferner, A. (1997) ?Country of Origin Effects and HRM in Multinational Companies?, Human Resource Management Journal, 7, 1: 19-37.
Ferner, A. (2000) ?The embeddedness of US multinational companies in the US business system: implications for HR/IR?. Occasional Papers no. 61, no. 61, Leicester: DMU Business School. Available at www.dmu.ac.uk/Images/O_paper_61_tcm6-6218.doc
Ferner, A., J. Quintanilla, et al. (2001). “Country-of-origin effects, host country effects and the management of HR in multinationals: German companies in Britain and Spain.” Journal of World Business 36(1): 107-128.
Ferner, A. (2003). Foreign Multinationals and Industrial Relations Innovation in Britain. In P. Edwards (ed.), Industrial Relations in Britain, Oxford, Blackwell: 81-104.
Ferner, Anthony, Olga Tregaskis, Paul Edwards, Tony Edwards, and Paul Marginson with Duncan Adam and Michael Meyer (2011) ?HRM structures and subsidiary discretion in foreign multinationals in the UK? forthcoming, International Journal of Human Resource Management, March, vol 22 no 3, pp483-509.
Geppert, M. and Matten, D. (2006) ?Institutional influences on manufacturing organization in multinational corporations: The ?cherrypicking? approach?, Organization Studies, 27, 4: 491-515.
Hall, M., Hoffmann, A., Marginson, P. and M?ller, T. (2003) ?National influences on European Works Councils in UK- and US-based companies?, Human Resource Management Journal, 13, 4: 75-92.
Harzing, A.-W. and Sorge, A. (2003) ‘The Relative Impact of Country of Origin and Universal Contingencies on Internationalization Strategies and Corporate Control in MNEs’, Organization Studies, 24, 187-214.
Kopp, R. (1994) ?International human resource policies and practices in Japanese, European, and United States multinationals?, Human Resource Management Journal, 33, 4: 581-99.
Marginson, P. and M. Hall (2004). “The impact of European Works Councils on management decision-making in UK- and US-based multinationals: a case study comparison.” British Journal of Industrial Relations 42: 209-233.
Ngo, H., Turban, D., Lau, C. and Lui, S. (1998) ‘Human Resource Practices and Firm Performance of Multinational Corporations: Influences of Country Origin’, International Journal of Human Resource Management, 9, 4: 632-52.
Noorderhaven, N. G. and Harzing, A.-W. (2003) ‘The ‘Country-of-origin Effect’ in Multinational Corporations: Sources, mechanisms and moderating conditions.’ Management International Review, 42, 2: 47-66.
Pudelko, M.; Harzing, A.W.K. (2007) Country-of-Origin, Localization or Dominance Effect? An empirical investigation of HRM Practices in Foreign Subsidiaries, Human Resource Management, vol. 46, no. 4, pp. 535-559.
Pudelko, M. and Harzing, A.-W., K. 2008 ‘The Golden Triangle for MNCs: Standardization Towards Headquarters Practices, Standardization Towards Global Best Practices and Localization ‘, Organizational Dynamics 37(4): 394-404.
Singe, I. and Croucher, R. (2005) ?US Multi-Nationals and the German Industrial Relations System?, Management Revue, 16, 1: 123-37.
Vo, A. N. (2009). “Career development for host country nationals: a case of American and Japanese multinational companies in Vietnam.” International Journal of Human Resource Management 20(6): 1402-1420.
Wever, K. S. (1995) ?Human Resource Management and Organizational Strategies in German- and US-owned Companies?, International Journal of Human Resource Management, 6, 3: 606-25.
the length should be 3000 words no more than it
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