Helen De Cieri

An integrative framework of strategic international human resource management

The globalization of business is making it more important than ever to understand how multinational enterprises (MNEs) can operate more effectively. A major component of this understanding appears to be the field of human resource management and, in particular, the field of international human resource management (Brewster, 1991; Hendry, 1992; Desatnick and Bennett, 1978; Dowling, 1986; Dowling and Schuler, 1990; Evans, 1986; Evans, 1989; Laurent, 1986; Tung, 1984). The trend over the past few years has been to identify the linkage of human resource management with strategy and offer an understanding of how single country or domestic human resource management can facilitate organizational understanding and effectiveness (Wright and McMahan, 1992). In this article we attempt to extend this line of work into the international arena. We do this by offering a framework of strategic international human resource management (SIHRM). Anchoring SIHRM in the strategic components of MNEs, namely their interunit link...

An Integrative Framework of Strategic International Human Resource Management

The globalization of business is making it more important than ever to understand how multinational enterprises (MNEs) can operate more effectively. A major component of this understanding appears to be the field of human resource management, and in particular, the field of international human resource management (Brewster, 1991; Hendry, 1992; Desatnick & Bennett, 1978; Dowling, 1986; Dowling & Schuler, 1990; Evans, 1986; Laurent, 1986; Tung, 1984). The trend over the past few years has been to identify the linkage of human resource management with strategy and offer an understanding of how single country or domestic human resource management can facilitate organizational understanding and effectiveness (Wright and McMhan, 1992). In this article we attempt to extend this line of work into the international arena. We do this by offering a framework of strategic international human resource management (SIHRM). Anchoring SIHRM in the strategic components of MNEs, namely their interunit linkages and internal operations, strategic aspects of international human resource management are described, Using several theoretical bases, numerous propositions are offered. These propositions reflect the single and multiple influence of the strategic components of MNEs and several exogenous and endogenous factors on SIHR. The intention is to offer a framework that can serve both academics and practitioners in furthering our understanding of strategic international human resource management.

Achievements and challenges for work/life balance strategies in Australian organizations

The effective management of work/life balance (WLB) is an issue increasingly recognized as of strategic importance to organizations and of significance to employees. We argue that an organizations need to attract and retain valued employees in a highly competitive labour market is a strong motivating factor for increased organizational awareness and action with regard to implementation and management of WLB strategies. In this paper, we report the findings of three surveys conducted annually from 1997 to 2000 with organizations in Australia. We explore the range and usage of WLB strategies in Australian organizations and identify the barriers to those strategies. It is evident that, while some achievements have been made over the years, there remain substantial challenges for the uptake and management of WLB strategies.

Reassessment of convergence and divergence dynamics: implications for international HRM

The dynamics of convergence and divergence in organizations and managerial practices worldwide have attracted attention in a range of management disciplines (e.g. Adler et al ., 1986; Douglas and Wind, 1987; Levitt, 1983; Sparrow et al ., 1994). This paper explores and questions the proposition that organizations are becoming more similar in terms of macro-level variables (convergence), but maintaining their culturally based dissimilarities in terms of micro-level variables (divergence) (Adler et al ., 1986). A conceptual framework and propositions that depict the dynamics of macro-, micro- and meso-level variables and the modes of change associated with these are presented and applied to international human resource management. The framework and propositions are offered as a guide for future research exploring convergence and divergence issues.

Attracting and retaining talent: exploring human resources development trends in Australia

Abstract Drawing from the resource based view of the firm (RBV) the argument developed in the paper is that in an environment characterized by increasing levels of skilled labour shortages organisations need to design employment systems that prioritize human resource development to enable competitive advantage. The literature review examines the issues associated with the attraction, retention and development of human resources, and the major contextual issues and debates underpinning skill and labour shortages. A research question is then framed to capture the HR priorities of Australian organisations. We examine responses from 1372 Australian human resources (HR) professionals who participated in an online survey of a national HR professional association and results are interpreted with respect to HR efforts to attract, develop and retain talent. Our findings suggest that employers are addressing issues related to attraction - recruitment and selection. However, in critical HR development areas associated with retention such as training, job design, skill development, careers management and team building, results indicate a lower level of resource allocation. We conclude that this lack of resource allocation is of concern for Australian organisations that are struggling to compete both domestically and internationally for skilled workers.

A review of international human resource management: Integration, interrogation, imitation

International human resource management (IHRM) represents an important dimension of international management. Over the past three decades, there has been considerable growth in research and practice in IHRM. While there have been extensive developments in this field, numerous scholars have identified aspects requiring review and revision. Hence, this paper reviews and interrogates the progress in IHRMs theoretical development. The review leads to the conclusion that research in IHRM has tended to emphasize integration over other forms of progress. In response, and in provocation, imitation rather than integration is suggested as an approach for the development of future theoretical and conceptual directions in IHRM.

An Exploratory Assessment of the Purposes of Performance Appraisals in North and Central America and the Pacific Rim

While performance appraisals are considered important management tools in many countries, their purposes and practices vary significantly between countries. Unfortunately, there is little empirical data on the specific practices of appraisals across countries. The focus of this study is to empirically examine the current purposes of performance appraisals in ten different countries and regions in Asia, North America, and Latin America. The purposes of appraisals studied here include documentation, development, administrative (pay and promotions), and subordinate expression. This paper also examines how the respondents believe the purposes of appraisals should ideally be practiced. Implications for research and practice are discussed.

Do global firms measure expatriate return on investment? An empirical examination of measures, barriers and variables influencing global staffing practices

Many managers in global firms regard the ability to obtain a return on investment (ROI) from expatriates as important, given the substantial costs associated with global staffing practices, particularly international assignments, and the risks and uncertainties of deploying key talent. This research examines how expatriate ROI is measured for long-term assignments in 51 global firms, across 18 industries, and with headquarters in North America, UK, Europe, Africa, and Asia Pacific. Our findings suggest that firms do not have formal procedures in place to measure expatriate ROI and instead rely heavily on informal practices that are seldom aligned to a global strategy. Cultural, operational, and strategic barriers to measuring ROI also exist. In addition, we are challenged to consider whether measuring expatriate ROI is actually a goal for managers in global firms, given the evidence which suggests that for some firms having expatriates is often a cost of doing business for which a formal measure may be unnecessary. An alternative view suggests that if international assignments are considered a necessary cost of doing business for global firms, how expatriates are managed in terms of the HR practices that support their activities and how the outcomes of those activities impact broader firm performance may be far more important concerns. Based on evidence that the nature of expatriation is rapidly changing, we conclude that expatriate ROI remains a challenging and complex process that managers in global firms are currently not well-equipped to address. The findings have important implications for the planning and management of international assignments.

A problematic transition to a strategic role: human resource management in industrial enterprises in China

The Chinese government has launched extensive reforms to encourage integration with the global economy. Our research investigates the implications for human resource management practices of the changing business environment in China, ownership of organizations, organizational strategies and strategic integration of the HR function. We conducted two surveys in major Chinese cities in 1994/5 and 2001/2, with managers of state-owned, privately owned, collectively owned and foreign-invested enterprises. Regression analyses showed that organizational strategy and organizational ownership, in contrast with earlier research, were not found to be strong predictors of HRM practices. The changing business environment in China and participation by the HR function in strategic decision-making were the strongest predictors of HRM practices. Overall, a strategic role for the HR function and implementation of ‘Western’ HRM practices are becoming more prevalent in China, although the legacy of traditional practices endures and new challenges are emerging.

Costing Turnover: Implications of Work/ Family Conflict at Management Level

Workyforce demographics are changing and increasing in diversity. More women are entering the workforce and successfully attaining management positions. Many women choose to postpone child-rearing until their careers have been established and the decision to return to the same employer after childbirth is dependent on the ability to balance family and work commitments. An organizations need to attract and retain valued employees in a highly competitive labour market is a strong motivating factor for increased organizational awareness and action with regard to work/family conflict and family-friendly policies. Family-friendly policies have been reported to enhance an employees quality of work life and to reduce absenteeism and turnover. In the absence of family-friendly policies and of a culture accepting of multiple commitments, employees may decide to leave the organization, resulting in loss of skill, disruption of client relationships, and significant dollar cost to the organization. This paper provi...