Human resource practices and firm performance of multinational corporations: influences of country origin

Drawing from a cultural values perspective, we investigate the effects of country origins on HR (human resource) practices of firms from the United States, Great Britain, Japan and Hong Kong operating in Hong Kong. In general, results supported hypothesized differences in HR practices of firms from...

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Bibliographic Details
Published inInternational journal of human resource management Vol. 9; no. 4; pp. 632 - 652
Main Authors Ngo, Hang-Yue, Turban, Daniel, Lau, Chung-Ming, Lui, Siu-Yu
Format Journal Article
LanguageEnglish
Published Taylor & Francis 1998
Subjects
Country Origin
Cross-national analysis
Cultural Values
Economic performance
Firm Performance
Hong Kong
Human Resource Practices
Human resources
Multinational Corporations
Multinational enterprises
Training
Work organization
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Summary:Drawing from a cultural values perspective, we investigate the effects of country origins on HR (human resource) practices of firms from the United States, Great Britain, Japan and Hong Kong operating in Hong Kong. In general, results supported hypothesized differences in HR practices of firms from different countries. In addition, results indicated that HR practices, specifically structural training and development and retention-oriented compensation, were related to various measures of firm performance. Of further interest was the finding that country origin moderated relationships of HR practices with firm performance; in general, relationships of structural training and development and retention-oriented compensation were stronger for Hong Kong firms. Implications of the results are discussed.
Bibliography:ObjectType-Article-2
SourceType-Scholarly Journals-1
ObjectType-Feature-1
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ISSN:0958-5192
1466-4399
DOI:10.1080/095851998340937