University of Twente Student Theses
HR Practice Implementation in MNCs – Why managers do what they do
Labrenz, S. (2015) HR Practice Implementation in MNCs – Why managers do what they do.
|
PDF
764kB |
| Abstract: | Purpose – This study aims at exploring why managers in MNCs’ subsidiaries sometimes implement HR practices differently as intended and which factors influence their attitude towards HRM implementation. Multifaceted and complex implementation scenarios, i.e. ignorance, imitation, internalisation and integration, are examined to learn more about effective HRM implementation in MNCs. Methodology – A single case study is conducted which utilises semi-structured interviews and document analysis. In total two HR managers and six line managers were interviewed, covering various levels in the hierarchy as well as a broad range of departments and responsibilities. Through coding, 70 codes were found divided in 6 code-families. Findings –Line managers’ perceptions and attitudes largely influence how HR practices are implemented. In addition to the scenarios mentioned in the HRM implementation literature we found another scenario in which line managers deviate from intended practices albeit not completely ignoring it. Line managers ignore, deviate from, imitate, internalise or integrate HR practices. The found scenarios of HRM implementation, although described distinctively, often overlap, evolve or coexist in MNCs. Practical Implications – The findings show that it is necessary to communicate the value of HR practices to line managers for effective HRM implementation and to ensure internalisation of a practice’s meaning and its integration with other organisational processes and the competitive strategy. Line managers request to be incorporated into the design process of HR practices, thereby ignorance or imitation of HR practices can be avoided. Theoretical Implications –HRM implementation can manifest in various scenarios exceeding the dichotomy of implemented vs. not implemented HR practices. These scenarios are not static and clear-cut, rather they overlap and evolve over time. Finally, line managers themselves initiate HR practices – a phenomenon that requires further investigation. |
| Item Type: | Essay (Master) |
| Clients: | Unknown organization, Deutschland |
| Faculty: | BMS: Behavioural, Management and Social Sciences |
| Subject: | 85 business administration, organizational science |
| Programme: | Business Administration MSc (60644) |
| Link to this item: | https://purl.utwente.nl/essays/68132 |
| Export this item as: | BibTeX EndNote HTML Citation Reference Manager |
Show download statistics for this publication
Show download statistics for this publicationRepository Staff Only: item control page