Barbara Myloni University of Bradford School of Management Emm Lane, Bradford BD9 4JL United Kingdom Tel: +44-(0)1274-234393 Fax: +44-(0)1274-546866 EMAIL email@example.com
Dr Anne-Wil K Harzing The University of Melbourne Parkville Campus, Victoria, 3010, Australia Tel: +61 3 8344 3724 Fax: +61 3 9349 4293 EMAIL firstname.lastname@example.org
Professor Hafiz Mirza Bradford University School of Management Emm Lane, Bradford BD9 4JL United Kingdom Tel: +44-(0)1274-234389 Fax: +44-(0)1274-546866 EMAIL h.r.mirza@Bradford.ac.uk
ABSTRACT Human Resource Management is becoming more and more important for multinationals as it is believed to be an important mechanism for co-ordination and control of international operations. At the same time it has been acknowledged that HRM constitutes a major constraint when MNCs try to implement global strategies, mainly because of the different cultural and institutional framework of each county the MNC operates. The national context affects the way people are managed in different countries and MNCs are facing pressures to adapt HRM practices accordingly. The present paper constitutes an investigation into how HRM practices in subsidiaries of MNCs in Greece differ from those in local companies. The descriptive analysis reveals both differences and similarities. It indicates that Greek companies are highly embedded in their local regulatory framework and cultural environment, but there are also sings of change. At the some time, there is evidence that subsidiaries are using hybrid HRM practices, shaped by both local forces and their parent company’s practice.
Key words: Human Resource Management, Multinational Companies, Greece, cultural and institutional environment.
Introduction The present paper constitutes an investigation into how Human Resource Management (HRM) practices in... [continues]
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