2. The Use of HRM Practice in International and Domestic Organizations

3. Study 1 -HRM different practices between multinational and domestic companies -Belgium, 1991 and 117 companies Study 2 -Examined the HR policies and practices of 478 multinational corporations -Europe, U.S, Japan (1) what MNC do to attract, retain and motivate people ? (2) how this affect their performance

4. How different are the HR practice of multinational companies from those of domestic firms ? Previous Research- 1. Geographical Spread 2. MNEs’ complex & diverse 3. stakeholders’ influence

5. The 1991 Survey - Belgium

6. Occurrence in % of Firms HRM Practices Domestic (N=46) Multinational (N=71) 個人性格檢核 34 62 內部僱用升遷決策 21 63 新員工的正式介紹 71 47 人事經理參與策略規劃 41 72 正式人力調配計劃 34 72 績效評估或面談 44 83 與績效配合之獎勵 15 58 高績效之特別報酬 1 23 正式的工作評估 11 63 員工分配及支援 26 47 品管圈 16 28 正式申訴管道 61 77 分權決策 16 37 與員工溝通公司目標 28 60 員工認股 37 70

7. The influence of business sector and strategy on HRM practices 1. High product innovation strategy - quality circle - career guidance programmes - specialised career paths - creativity assessment for new hires 2. Industry sector Service Co. - pay to performance - delegate authority to the lowest possible level Manufacturing Co. - job security - flexible working arrangements - financial support to external training courses

8. 3. Management philosophy - delegate responsibility - flexible working arrangements - openly share - quality circle The 1995 Study - Purcell(1987): Sector and competitive strategy important to attract, select, reward employees ? - 1991 study limits - 1995 study include 478 international co. - European co. such as Nestile’ Philips ABB - U.S Japan - 67% high tec & E

9. What are the most common HRM strategies and approaches adopted by international organizations ? - 64 statements - 2 sets of factors 1. 留住並吸引員工的人力資源策略 2. 僱用, 升遷與獎酬員工的準則

10. - policies and practices to attract and retain a group of qualitfied and motivated people 1. 員工安全保障 2. 提供技能訓練與發展 3. 內部升遷與僱用 4. 職業發展與保障 5. 專業技能發展 6. 分權且自主性的決策 7. 參與團隊合作之機會 8. 公平的獎酬標準 9. 卓越績效之表揚與獎金 10. 公司目標與成果的分享 11 預應式的人事規劃及人力資源管理策略

11. - Criteria for recruiting, rewarding and promoting people 1. 創造力 2. 資歷 3. 組織地位與層級 4. 遵從組織之規範與價值觀 5. 專業程度與經驗 6. 個人績效成就 7. 忠誠度 8. 國際經驗 9. 工作效率與生產力 10. 需求與期望

16. Cluster Analysis Cluster A: 1.Low the sample mean- Employment security Training & Development Career development Teamwork HR planning 2. Low importance of- Creativity Commitment Personal needs Above the overall mean for- Specialisation Seniority Task efficiency *Main HR Goal (Strategies) ?

17. Cluster B 1.Above the overall sample mean- Recognise employees’ contributions Openly share information Employees’ career planning and growth Employment security Training opportunities Career development Reward people for performance 2.emphasise on- Creativity Personal achievements International experience *Main HR Goal (Strategies) ?

18. Cluster C High- A Employment security Promotin opportunities B Recognize Reward high performance Professionalism Past performance Internal experience *Main HR Goal (Strategies) ?

19. Cluster D: High in all High level of teamwork Reward & recognition for high performance except training & development *Main HR Goal (Strategies) ?

20. How different are European companies from their American and Japanese counterparts? Japanese- high: Training Job Security Promotion opportunity Equality Seniority Efficiency Conformity US- high: Openness Equality Recognition Career development Training Low: Job security Conformity International experience Personal achievement Commitment Creativity

21. European- high: International experience Personal needs Expectations Low: Employee training Equality Job security Recognition Different selection, rewards, and promotion between countries: French: Senority British: Commitment Achievement Low creativity German: Efficiency International experience Low commitment

22. Conclusions: