Home and Host Country effect on Human Resource Management Practices: A Comparative Study

Authors

  • Mohammad Khasro Miah Professor, Department of Management, School of Business and Economics (ACBSP accredited), North South University
  • Noor-E- Hasnin Lecturer, Department of Management, School of Business and Economics, (ACBSP accredited) North South University

Keywords:

HRM practices, National and Corporate Culture, Japanese Subsidiaries/ Joint ventures, Bangladesh Local Companies

Abstract

This study endeavors to exhibit the impact of national and corporate culture on various managers and employees at Japanese subsidiaries/ joint ventures (JVCs) andBangladeshi Local Companies (BLCs) in Bangladesh. The main objective of this study is to identify how JVCs adopted distinctive HRM practices that intensified the way of flat organization system amongBangladeshi employees of the firms.  Results show that the HRM practices of the JVCs were more strongly influenced by its home country culture, than by thehost country’s nationalculture. Finally, based on the results of qualitative evidence of comprehensive interview, a theorizedprototypical of buildinghorizontal HRMpractices in Japanese subsidiaries/ joint ventures were proposed.

 

Author Biography

Noor-E- Hasnin, Lecturer, Department of Management, School of Business and Economics, (ACBSP accredited) North South University

Miss Noor-E-Hasnin is a Lecturer in School of Business and Economics of the Department of Management, of North South University. She has been teaching here at the undergraduate level since January 2012. Miss Hasnin was awarded the Bachelor’s Degree by North South University, Bangladesh and Master’s Degree in Management with International Finance by University of Glasgow, UK in 2010 and 2011 respectively. She teaches the courses of Organizational Management and Human Resource Management in the BBA Program. In addition to teaching, Miss Hasnin has a research interest in areas of Strategic Human Resource Management focusing primarily on training and development. Apart from that her research interest also includes Ethical Practices in the Workplace.

References

• Adler, N & Ghadar, F. (1990). Strategic human resource management: A global perspective. In R. Pieper (Ed.) human resource management: An international comparison. Berlin: De Gruyter.

• Argyris, C., and Schon, D. (1978). Organizational learning: A theory of action perspective, Reading, MA: Addison-Wesley.

• Aycan, Z. (2008). Contributions of cross-cultural perspectives to industrial and organizational psychology; Advancements in theory, research and applications. Invited addressee presented at the 29th International Congress of Psychology, Berlin, Germany.

• Aycan, Z., Al-Hamadi, A. B., Davis, A., and Budhwar, P. (2007). Cultural orientations and preferences for H R M policies and practices: the case of Oman. The International Journal of Human Resource Management, 18(1): 11 - 32.

• Becker, B.E. andHuselid, M.A. (1999). Overview: Strategic human resource management in five leading firms. Human Resource Management, 38(4): 287-301.

• Bird, A., and Beechlor, S. (1995). Links between business strategy and human resource management strategies in U.S. based Japanese subsidiaries: An empirical investigation. Journal of International Business Studies, 26:23-45.

• Bird, A. W. (1991).Career advancement in Japanese top management teams. Michigan: University Microfilms International, A Bell & Howell Information Company.

• Bird, A., Taylor, S., and Beechler, S. (1999). Organizational learning in Japanese overseas Affiliates, In S. Beechler and A Bird (eds.) Japanese multinational abroad: individual and organizational learning: 235-59. New York: Oxford University Press.

• Campbell, J., & Lindberg, L. (1990).Property rights and the organization of economic activity by the state. American Sociological Review, 55: 634-647.

• Chris Carr and Markus Pudelko, (2006).Convergence of management practices in strategy, finance, and HRM between the USA, Japan, and Germany, International Journal of Cross Cultural Management, 2006, 6(1), pp. 75 -100

• Cole, R. (1989). Strategies for learning: Small-group activities in American, Japanese, and Swedish industry. Berkeley: University of California Press.

• Collings, DG, Scullion, H., and Dowling PJ. (2009). Global staffing: A review and thematic research agenda. International Journal of Human Resource Management, 20 (6): 1253-1272.

• Crawford, R.J. (1998). Reinterpreting the Japanese Economic Miracle. Cambridge, MA: Harvard University Press.

• Delaney, J.T., and Huselid, M.K. (1996). The impact of human resource management practices on perceptions of organizational performance. Academy of Management Journal, Vol.39, No.4, 949-969.

• Dowling, P. Festing, M. Engle, (2008). A. International Human Resource Management, the fifth edition

• Friedman, T.L. (2005). The World is flat: A Brief History of the Twenty-first Century. New York: Farrar, Strauss and Giroux.

• Ghoshal, S., & Bartlett, C. (1988).Creation, adoption, and diffusion of innovations by subsidiaries of multinational corporations.Journal of International Business Studies, 19(fall): 365-388

• Grant, R. M., (1996).Prospering in dynamically-competitive environments: Organizational capability as knowledge integration.Organization Science, 7: 375-387.

• Habibullah, M. (1974). Motivation Mix, Bureau of Economic Research, University of Dhaka, Bangladesh.

• Haire, M., Ghiselli, E.E., & Porter, L. W. (1966). Managerial thinking: An international study, New York: John Wiley & sons. p.16.

• Hall, P. (1986).Governing the economy: The politics of state intervention in Britain and France. Cambridge, England: Polity Press.

• Jepperson, R,.& Meyer, J. (1991).The public order and the construction of public organizations. In W. W. Powell & P. J. DiMaggio (Eds.), The new institutionalism in organizational analysis: 204-231. Chicago: University of Chicago Press.

• Kagono, T., Nonaka, I., Sakakibara, K., and Okumura, H. (1986). Strategic vs. evolutionary management. Amsterdam: North Holland.

• Kanungo, R.N. and Jaeger, A.M. (1990). Introduction: The need for indigenous management in developing countries, in A.M. Jaeger and R.N. Kanungo (eds.) Management in developing countries, London: Rutledge, 1-9.

• Kogut, B., (1991).Country capabilities and the permeability of borders.Strategic Management Journal, 12: 33-47

• Lincoln, J.R., Hanada, M., and lson, J. (1986). Cultural orientations and individual reactions to organizations: A study of employees of Japanese –owned firms. Administrative Science Quarter, 26, pp.93-115.

• Mansour Javidan, Richard M.Steers, and Michael A.Hitt (eds.), (2007). The Global Mindset. Amsterdam: Elsevier, Orly Levy, Sully Taylor, Nakiye Boyacigiller, and Schon Beechler, Global mindset: a review and proposed extensions, in Javidan et al , The Global Mindset pp. 11- 41

• McGregor, D. (1960). The human side of enterprise. New York: McGraw- Hill Book Co.

• Miah, M. K. and Siddique, H. (2014). A Comparative Study of HRM practices between Foreign and Local Garment Companies in Bangladesh, South Asian Journal of Human Resource Management, Volume1 (1), 67-89

• Miah, M.K. and Bird, Allan (2007). The impact of culture on HRM styles and firm Performance: evidence from Japanese parents, Japanese subsidiaries/joint ventures and South Asian local companies, The International Journal of Human Resource Management, Taylor and Francis 18:5, 908–923.

• Miah, M. K. and Wali, M. F. I. (2012).Transferability of Chinese Human Resource Management Practices in Bangladesh: A Case Study. Academy of Taiwan Business Management Review. Vol .8, Num.3, December 2012

• Miah, M. K., Wakabayashi, M., and Takeuchi, N. (2003). Cross-cultural comparisons of HRM styles: based on Japanese companies, Japanese subsidiaries in Bangladesh and Bangladeshi companies. Journal of Global Business Review, 4(1) 2003.p. 77-98.

• Miah, M. K., Wakabayashi, M., and Tomita, T. (2001). A study on HRM philosophies and managers’ beliefs about human resources: comparison based on Japanese companies in Japan, and Japanese and Bangladeshi companies in Bangladesh. The Japanese Journal of Administrative Science, 15(2) 131-144.

• Morishima, M. (2003).Changes in White-Collar Employment from the Employee’s Perspective, Japan Labor Bulletin, September 2003.

• Nevis, E.C., DiBella, A.J., and Gould (1995). Understanding organizations as a learning systems. Sloan Management Review. Winter: 73-85.

• Nohria, N., &Ghoshal, S. (1997).The differentiated network: Organizing multinational corporations for value creation. San Francisco: Jossey-Bass.

• Orru, M., Bighart, N., & Hamilton, G. (1991).Organizational isomorphism in East Asia. In W. W. Powell & P. J. DiMaggio Eds.), The new institutionalism in organizational analysis: 361-389. Chicago: University of Chicago Press.

• Ouchi, W.G. (1981).Theory Z. How American Business Can Meet the Japanese Challenge. New York: Avon Books.

• Peters, T.J. and Waterman, R.H. (1982).In Search of Excellence.Lessons from America’s Best Run Companies. New York: Warner Books.

• Razzaque, M.A. (1991). The evolution of management in an Islamic society- Bangladesh, Management Asian Context. Joseph, M. Putti, McGraw – Hill Book Co.113-129.

• Rosenzweig, P. M. and Nohria, N. (1994). Influences on HRM practices in multinational corporations, Journal of International Business Studies, Vol. 25, Issue 2, pp: 229-251

• Schuler, R.S. (1989). Strategic human resource management and industrial relations. Human Relations. 42: 157-184.

• Schuler, R.S., & Jackson, S.E., (1987). Organization strategy and organization level as determinants of human resource management practice, Human Resource Planning, 10(2), 441–455.

• Smith, P. (1997). Japan. A Reinterpretation. New York: Pantheon.

• Sonja Sackmann and Margaret E.Phillips, (2004). Contextual influences on culture research, International Journal of Cross Cultural Management 2004, 4(3), pp. 370 –390

• Strang, D., & Meyer, J. (1993). Institutional conditions for diffusion. Theory and Society, 22: 487-511.

• Taylor, S., Beechler, S., & Napier, N. (1996).Toward an integrative theory of strategic international human resource management, Academy of Management Review, 214: 959-985.

• Takeuchi, N. (2003). Effects of strategy – HRM alignment on business performance: A test for Japanese business firm. Association of Japanese Business Studies, Best Paper proceedings, June 5-8, 2003 conference Montréal, Canada.

• Takeuchi, N. (2001). Strategic transfer of HRM practices for competitive advantage: implications for sequential transfer of Japanese HRM to China and Taiwan, The Japanese Journal of Administrative Science, Vol. 15(2) 109-130.

• Vogel, E.F. (1979). Japan as Number One. Lessons for America. Cambridge, MA: Harvard University Press.

• Whitley, R. (1992a).European Business systems. Firms and markets in their national contexts, London: Sage

• Whitley, R. (1992b). The social construction of organizations and markets: The comparative analysis of business recipes. In M. Reed & M. Hughes (Eds.), New directions in organization theory and analysis: 120-143. Newbury Park, CA: Sage.

• Yoshimura, N. and Anderson, P. (1997). Inside the Kaisha: Demystifying Japanese Business Behavior. Boston, MA: Harvard Business School Press.

• Yuen, E.C., & Kee, H.T. (1993). Headquarter host-culture and organizational influences on HRM policies and practices. Management International Review, 33, 361-384.

Downloads

Published

2016-04-15

How to Cite

Miah, M. K., & Hasnin, N.-E.-. (2016). Home and Host Country effect on Human Resource Management Practices: A Comparative Study. Asian Journal of Business and Management, 4(2). Retrieved from https://ajouronline.com/index.php/AJBM/article/view/3575

Issue

Vol. 4 No. 2 (2016): April 2016

Section

Articles

License

  • Papers must be submitted on the understanding that they have not been published elsewhere (except in the form of an abstract or as part of a published lecture, review, or thesis) and are not currently under consideration by another journal published by any other publisher.
  • It is also the authors responsibility to ensure that the articles emanating from a particular source are submitted with the necessary approval.
  • The authors warrant that the paper is original and that he/she is the author of the paper, except for material that is clearly identified as to its original source, with permission notices from the copyright owners where required.
  • The authors ensure that all the references carefully and they are accurate in the text as well as in the list of references (and vice versa).
  • Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution License that allows others to share the work with an acknowledgement of the work's authorship and initial publication in this journal.
  • Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgement of its initial publication in this journal.
  • Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work (See The Effect of Open Access).
  • The journal/publisher is not responsible for subsequent uses of the work. It is the author's responsibility to bring an infringement action if so desired by the author.