Human resource practices and firm performance of multinational corporations: influences of country origin
- 1 January 1998
- journal article
- research article
- Published by Taylor & Francis in The International Journal of Human Resource Management
- Vol. 9 (4) , 632-652
- https://doi.org/10.1080/095851998340937
Abstract
Drawing from a cultural values perspective, we investigate the effects of country origins on HR (human resource) practices of firms from the United States, Great Britain, Japan and Hong Kong operating in Hong Kong. In general, results supported hypothesized differences in HR practices of firms from different countries. In addition, results indicated that HR practices, specifically structural training and development and retention-oriented compensation, were related to various measures of firm performance. Of further interest was the finding that country origin moderated relationships of HR practices with firm performance; in general, relationships of structural training and development and retention-oriented compensation were stronger for Hong Kong firms. Implications of the results are discussed.Keywords
This publication has 8 references indexed in Scilit:
- Competitive Advantage Through People: Unleashing the Power of the Work Force.Administrative Science Quarterly, 1995
- 1. The Psychology of Chinese Organizational BehaviourPublished by Walter de Gruyter GmbH ,1993
- Merit Pay: Linking Pay Increases to Performance Ratings.ILR Review, 1993
- Cultures and Organizations: Software of the Mind.Administrative Science Quarterly, 1993
- Competition in Global IndustriesJournal of Marketing, 1988
- The Road to NissanPublished by Springer Nature ,1987
- International dimensions of organizational behaviorThe International Executive, 1986
- Japan’s Multinational EnterprisesPublished by Harvard University Press ,1976