This study examines how similarity of nationality influences the interpersonal trust relationship between managers and their superiors in MNCs. Two groups were studied. The first group was composed of managers who shared the same nationality with their superior in a nationally homogeneous setting; the second group was composed of a nationally heterogeneous group of managers in that managers either did or did not share the same nationality as their superior. Similarity in nationality offered a mixed explanation for the trust between managers and their superiors. In nationally homogeneous settings, host-country nationals (HCNs) reported high levels of trust for their same-nationality superiors. In nationally heterogeneous MNC settings, however, trust between managers and their superiors was not different for managers and their same or different nationality superior. Implications for MNC staffing policy are discussed.
{"title":"Would you trust your foreign manager? An empirical investigation","authors":"M. Banai, W. Reisel","doi":"10.1080/095851999340431","DOIUrl":"https://doi.org/10.1080/095851999340431","url":null,"abstract":"This study examines how similarity of nationality influences the interpersonal trust relationship between managers and their superiors in MNCs. Two groups were studied. The first group was composed of managers who shared the same nationality with their superior in a nationally homogeneous setting; the second group was composed of a nationally heterogeneous group of managers in that managers either did or did not share the same nationality as their superior. Similarity in nationality offered a mixed explanation for the trust between managers and their superiors. In nationally homogeneous settings, host-country nationals (HCNs) reported high levels of trust for their same-nationality superiors. In nationally heterogeneous MNC settings, however, trust between managers and their superiors was not different for managers and their same or different nationality superior. Implications for MNC staffing policy are discussed.","PeriodicalId":14185,"journal":{"name":"International Journal of Human Resource Management","volume":"111 1","pages":"477-487"},"PeriodicalIF":5.6,"publicationDate":"1999-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"73109496","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This study compared the relative influences of organizational socialization and demographic variables on job satisfaction and organizational commitment. Organizational variables were assessed by asking 193 Chinese employees in Hong Kong to evaluate socialization within their companies, namely: (1) training received; (2) understanding of the organization; (3) co-worker support; and (4) future prospects within their companies. Dependent variables were standard measures of (affective, continuance and normative) commitment and of satisfaction (with co-workers, pay, promotion, supervisors and the work). Results revealed higher correlations between the socialization measures and job satisfaction and commitment than between the demographic measures and the dependent variables. Although a few demographic measures had some predictive power, the regression analyses confirmed that the socialization variables were consistently stronger predictors of both satisfaction and commitment. Strategic implications for human r...
{"title":"Predicting employee commitment and satisfaction: the relative effects of socialization and demographics","authors":"R. Taormina","doi":"10.1080/095851999340125","DOIUrl":"https://doi.org/10.1080/095851999340125","url":null,"abstract":"This study compared the relative influences of organizational socialization and demographic variables on job satisfaction and organizational commitment. Organizational variables were assessed by asking 193 Chinese employees in Hong Kong to evaluate socialization within their companies, namely: (1) training received; (2) understanding of the organization; (3) co-worker support; and (4) future prospects within their companies. Dependent variables were standard measures of (affective, continuance and normative) commitment and of satisfaction (with co-workers, pay, promotion, supervisors and the work). Results revealed higher correlations between the socialization measures and job satisfaction and commitment than between the demographic measures and the dependent variables. Although a few demographic measures had some predictive power, the regression analyses confirmed that the socialization variables were consistently stronger predictors of both satisfaction and commitment. Strategic implications for human r...","PeriodicalId":14185,"journal":{"name":"International Journal of Human Resource Management","volume":"39 1","pages":"1060-1076"},"PeriodicalIF":5.6,"publicationDate":"1999-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"75981264","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Legislation on 'freedom of movement' guarantees the recognition of qualifications between countries of the European Union (EU), and is meant to provide migrants with access to employment in all member states. This paper reports on a study undertaken of EU migrant women in the banking sector in Britain, Germany and Spain. The discusses the experiences of migrants with regard to access to employment and positions abroad comparable to those held prior to migration. Migrants in this case experienced obstacles in the access to such employment. Although their experiences influenced by labour-market needs, findings suggest that the determining factors for barriers encountered were differences in the education and training cultures of countries pre- and post-migration, and the values and attitudes attached to these in of expectations by employers and migrants themselves.
{"title":"Frontier-free Europe: a study of female migrants in the banking sector","authors":"Monika Zulauf","doi":"10.1080/095851999340332","DOIUrl":"https://doi.org/10.1080/095851999340332","url":null,"abstract":"Legislation on 'freedom of movement' guarantees the recognition of qualifications between countries of the European Union (EU), and is meant to provide migrants with access to employment in all member states. This paper reports on a study undertaken of EU migrant women in the banking sector in Britain, Germany and Spain. The discusses the experiences of migrants with regard to access to employment and positions abroad comparable to those held prior to migration. Migrants in this case experienced obstacles in the access to such employment. Although their experiences influenced by labour-market needs, findings suggest that the determining factors for barriers encountered were differences in the education and training cultures of countries pre- and post-migration, and the values and attitudes attached to these in of expectations by employers and migrants themselves.","PeriodicalId":14185,"journal":{"name":"International Journal of Human Resource Management","volume":"12 1","pages":"672-688"},"PeriodicalIF":5.6,"publicationDate":"1999-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76290053","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This study describes an initial attempt to apply Heckhausen's Rubicon model of action phases to the decision-making process involved in a professional stay abroad. The datas stem from the longitudinal study Selection and Socialization of Managerial Candidates, which provides for the standardized questioning of examinees at the university faculties of economics, the natural sciences and engineering in Munich, Berlin and the Ruhr area. A sample of 453 managerial candidates, employed in German companies, was analysed in this study. The following conclusions for organizations can be drawn from the results of our study: the candidates' values and previous experiences abroad can furnish decisive criteria. Information offered in the job interview can further encourage already motivated persons. The lesser emphasis put on the value 'leadership' and the great importance ascribed to the value 'technological progress' could indicate training needs. Intercultural as well as special management trainings within the org...
{"title":"Motivational phases associated with the foreign placement of managerial candidates: an application of the Rubicon model of action phases","authors":"E. Spieß, A. Wittmann","doi":"10.1080/095851999340215","DOIUrl":"https://doi.org/10.1080/095851999340215","url":null,"abstract":"This study describes an initial attempt to apply Heckhausen's Rubicon model of action phases to the decision-making process involved in a professional stay abroad. The datas stem from the longitudinal study Selection and Socialization of Managerial Candidates, which provides for the standardized questioning of examinees at the university faculties of economics, the natural sciences and engineering in Munich, Berlin and the Ruhr area. A sample of 453 managerial candidates, employed in German companies, was analysed in this study. The following conclusions for organizations can be drawn from the results of our study: the candidates' values and previous experiences abroad can furnish decisive criteria. Information offered in the job interview can further encourage already motivated persons. The lesser emphasis put on the value 'leadership' and the great importance ascribed to the value 'technological progress' could indicate training needs. Intercultural as well as special management trainings within the org...","PeriodicalId":14185,"journal":{"name":"International Journal of Human Resource Management","volume":"20 1","pages":"891-905"},"PeriodicalIF":5.6,"publicationDate":"1999-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82676320","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Verburg Robert M, Pieter J.D. Drenth, P. Koopman, Jaap J. van Muijen, Zhong-Ming Wang, D. Drenth
Abstract Although researchers and practitioners have come up with many good ideas for improving the employment relationship, there is no evidence for universally applicable practices. Prior theoretical work and research in the area of (international) human resource management indicate that cultural and contextual constraints are responsible for the problematic nature of transference of practices. This study illustrates and explains the contextual as well as cultural boundaries through a direct comparison of practices as used in a matched sample of industrial companies in China (n=97) and The Netherlands (n=47). It is argued that differences in organizational structure, cultural values and labour regulations account for the variation between countries. The results show considerable differences between China and The Netherlands in the HRM practices of industrial enterprises. Also, the organizational culture of the companies studied varies between the two countries and the differences found are clearly in li...
{"title":"Managing human resources across cultures: a comparative analysis of practices in industrial enterprises in China and The Netherlands","authors":"Verburg Robert M, Pieter J.D. Drenth, P. Koopman, Jaap J. van Muijen, Zhong-Ming Wang, D. Drenth","doi":"10.1080/095851999340396","DOIUrl":"https://doi.org/10.1080/095851999340396","url":null,"abstract":"Abstract Although researchers and practitioners have come up with many good ideas for improving the employment relationship, there is no evidence for universally applicable practices. Prior theoretical work and research in the area of (international) human resource management indicate that cultural and contextual constraints are responsible for the problematic nature of transference of practices. This study illustrates and explains the contextual as well as cultural boundaries through a direct comparison of practices as used in a matched sample of industrial companies in China (n=97) and The Netherlands (n=47). It is argued that differences in organizational structure, cultural values and labour regulations account for the variation between countries. The results show considerable differences between China and The Netherlands in the HRM practices of industrial enterprises. Also, the organizational culture of the companies studied varies between the two countries and the differences found are clearly in li...","PeriodicalId":14185,"journal":{"name":"International Journal of Human Resource Management","volume":"125 1","pages":"391-410"},"PeriodicalIF":5.6,"publicationDate":"1999-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"74873203","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Research using a comparative and international perspective on the management of human resources is examined, drawing on articles published in leading human resource management, management/organizational behaviour and related social science journals between 1977 and 1997. In total a little under 2 per cent of the articles under review focused on the management of human resources in a comparative and international perspective. The largest group of these articles was comparative in nature (44 per cent), followed by those with an international perspective (35 per cent). A smaller number adopted a combined approach (17 per cent) and a few were separately classified as foreign national studies (4 per cent). Over time, there has been some progress made in terms of the number of articles published and the scope of topics covered. However, many of the articles displayed similar shortcomings to those noted in earlier reviews of cross-national management/organization studies: in particular, an over-reliance on a sma...
{"title":"Running on the spot? A review of twenty years of research on the management of human resources in comparative and international perspective","authors":"Timothy B. Clark, H. Gospel, J. D. Montgomery","doi":"10.1080/095851999340477","DOIUrl":"https://doi.org/10.1080/095851999340477","url":null,"abstract":"Research using a comparative and international perspective on the management of human resources is examined, drawing on articles published in leading human resource management, management/organizational behaviour and related social science journals between 1977 and 1997. In total a little under 2 per cent of the articles under review focused on the management of human resources in a comparative and international perspective. The largest group of these articles was comparative in nature (44 per cent), followed by those with an international perspective (35 per cent). A smaller number adopted a combined approach (17 per cent) and a few were separately classified as foreign national studies (4 per cent). Over time, there has been some progress made in terms of the number of articles published and the scope of topics covered. However, many of the articles displayed similar shortcomings to those noted in earlier reviews of cross-national management/organization studies: in particular, an over-reliance on a sma...","PeriodicalId":14185,"journal":{"name":"International Journal of Human Resource Management","volume":"32 1","pages":"520-544"},"PeriodicalIF":5.6,"publicationDate":"1999-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76461879","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This paper examines new forms of work organization in Ireland, their incidence, shape and origins. Using data from a recently conducted national workplace survey it is timely on two counts: it provides for the first time reliable data on key dimensions of work reorganization. Previous research findings, which have relied on company listings for their sampling frames, have been of questionable statistical provenance. Second, from this more reliable statistical base, the paper seeks to question the popularly held contention that the radical shift in fortunes enjoyed by the Irish economy in recent years is, in no small measure, due to workplace innovation. In addition, the paper examines the factors associated with new work practices. Three variables stand out as exercising particularly robust effects: establishments in 'high-tech' sectors of the economy, financial services and competitive strategies that give emphasis to product and service customization. Finally, the paper attempts to locate patterns of wo...
{"title":"The new workplace: change at work in Ireland","authors":"J. Geary","doi":"10.1080/095851999340206","DOIUrl":"https://doi.org/10.1080/095851999340206","url":null,"abstract":"This paper examines new forms of work organization in Ireland, their incidence, shape and origins. Using data from a recently conducted national workplace survey it is timely on two counts: it provides for the first time reliable data on key dimensions of work reorganization. Previous research findings, which have relied on company listings for their sampling frames, have been of questionable statistical provenance. Second, from this more reliable statistical base, the paper seeks to question the popularly held contention that the radical shift in fortunes enjoyed by the Irish economy in recent years is, in no small measure, due to workplace innovation. In addition, the paper examines the factors associated with new work practices. Three variables stand out as exercising particularly robust effects: establishments in 'high-tech' sectors of the economy, financial services and competitive strategies that give emphasis to product and service customization. Finally, the paper attempts to locate patterns of wo...","PeriodicalId":14185,"journal":{"name":"International Journal of Human Resource Management","volume":"76 1","pages":"870-890"},"PeriodicalIF":5.6,"publicationDate":"1999-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85748183","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
As quality is seen as becoming a competitive mandate, many organizations are said to be embracing the practice of total quality management (TQM) as an improvement strategy. In this paper, we will be examining the extent to which quality management (QM) - TQM in particular-has been adopted by organizations. Just as there are companies that claim that QM is benefiting them, the concept is also increasingly being criticized for not bringing about the promised results, and in the following review, studies that have highlighted this disparity in opinions will be reviewed. Increasingly, doubts have been raised as to whether partial quality management - and not TQM - is being practised in organizations. This paper will also examine the difficulties companies may be faced with in their attempts to embrace TQM.
{"title":"The state of total quality management: a review","authors":"Josephine Yong, A. Wilkinson","doi":"10.1080/095851999340684","DOIUrl":"https://doi.org/10.1080/095851999340684","url":null,"abstract":"As quality is seen as becoming a competitive mandate, many organizations are said to be embracing the practice of total quality management (TQM) as an improvement strategy. In this paper, we will be examining the extent to which quality management (QM) - TQM in particular-has been adopted by organizations. Just as there are companies that claim that QM is benefiting them, the concept is also increasingly being criticized for not bringing about the promised results, and in the following review, studies that have highlighted this disparity in opinions will be reviewed. Increasingly, doubts have been raised as to whether partial quality management - and not TQM - is being practised in organizations. This paper will also examine the difficulties companies may be faced with in their attempts to embrace TQM.","PeriodicalId":14185,"journal":{"name":"International Journal of Human Resource Management","volume":"102 1","pages":"137-161"},"PeriodicalIF":5.6,"publicationDate":"1999-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83383448","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The interaction of Western and non-Western management practices is a growing issue in transitional and emerging economies through the world, not least within the multicultural context of South Africa. This is characterized in this article as an antithesis between instrumental and humanistic views of people in organizations, which is fundamental to the way change is being managed. In order to better understand how the management of people and change may be related to this antithesis, the results of an exploratory study, involving focus-group methods with thirty managers, and of a survey of some 200 employees in participating organizations are presented. Indicative results suggest that, despite best efforts from organizations which may represent best management and development practice, issues concerning the value attached to people in these organizations are still not being properly addressed. It may be only through understanding and reconciling this antithesis that change concerning the development of peo...
{"title":"Managing change in South Africa: developing people and organizations","authors":"T. Jackson","doi":"10.1080/095851999340576","DOIUrl":"https://doi.org/10.1080/095851999340576","url":null,"abstract":"The interaction of Western and non-Western management practices is a growing issue in transitional and emerging economies through the world, not least within the multicultural context of South Africa. This is characterized in this article as an antithesis between instrumental and humanistic views of people in organizations, which is fundamental to the way change is being managed. In order to better understand how the management of people and change may be related to this antithesis, the results of an exploratory study, involving focus-group methods with thirty managers, and of a survey of some 200 employees in participating organizations are presented. Indicative results suggest that, despite best efforts from organizations which may represent best management and development practice, issues concerning the value attached to people in these organizations are still not being properly addressed. It may be only through understanding and reconciling this antithesis that change concerning the development of peo...","PeriodicalId":14185,"journal":{"name":"International Journal of Human Resource Management","volume":"11 1","pages":"306-326"},"PeriodicalIF":5.6,"publicationDate":"1999-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85240881","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Based on data collected from public and private organizations in Greece, this paper examines the differences in individual traits between public and private-sector employees, differences which eventually influence employees' attitudes and behaviours towards their organizations and their consequent performance, specifically in organizational commitment and neglect behaviour. The findings indicate that there are some differences between the two groups of employees. In only three out of ten personality characteristics examined here (security needs, pay needs and Protestant work ethic), are there no distinctions between the groups. These findings imply that, besides the environmental and structural characteristics of the two sectors which may be the source of attitudinal differences, it might also be that persons attracted to the public sector have different personality characteristics from those attracted to the private sector. Regardless of the source of differences, results point to the need for changing r...
{"title":"Personality traits discriminating between employees in public- and in private-sector organizations","authors":"D. Bourantas, N. Papalexandris","doi":"10.1080/095851999340198","DOIUrl":"https://doi.org/10.1080/095851999340198","url":null,"abstract":"Based on data collected from public and private organizations in Greece, this paper examines the differences in individual traits between public and private-sector employees, differences which eventually influence employees' attitudes and behaviours towards their organizations and their consequent performance, specifically in organizational commitment and neglect behaviour. The findings indicate that there are some differences between the two groups of employees. In only three out of ten personality characteristics examined here (security needs, pay needs and Protestant work ethic), are there no distinctions between the groups. These findings imply that, besides the environmental and structural characteristics of the two sectors which may be the source of attitudinal differences, it might also be that persons attracted to the public sector have different personality characteristics from those attracted to the private sector. Regardless of the source of differences, results point to the need for changing r...","PeriodicalId":14185,"journal":{"name":"International Journal of Human Resource Management","volume":"82 1","pages":"858-869"},"PeriodicalIF":5.6,"publicationDate":"1999-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85531410","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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