Human resource management (HRM) has a significant impact on companies' performance, as evidenced by research conducted in multinational companies (MNCs) based in Central Europe. This book provides a unique perspective of activities conducted in the HRM field in local subsidiaries of such enterprises. It also presents results verifying many hypotheses for each of the six models for single HRM subfunctions and their four relationships with the results of company performance. Particular chapters are devoted to activities including staffing the organization, shaping employee work engagement and job satisfaction, conducting employee performance appraisal, employee development, managerial staff development, and employer branding. The author used the Partial Least Squares Structural Equation Modeling to verify the research hypotheses.
Readers will acquire knowledge about HRM practices in organizations in which the overwhelming ownership capital belongs to MNCs headquartered in Central Europe. The research findings presented confirm the positive impact that HRM activities have on the results of this type of enterprise in such areas as finance, quality, innovation and HRM itself. The research also sheds light on the new, interesting regularities identified in this regard, e.g. the perception of human factor as a competitive factor. This book will be of interest to academics, researchers, and advanced or postgraduate students who are interested in the latest research on HRM in MNCs in the region of Central Europe.
Author(s): Marzena Stor
Series: Routledge Advances in Management and Business Studies
Publisher: Routledge
Year: 2022
Language: English
Pages: 346
City: New York
Cover
Half Title
Series Page
Title Page
Copyright Page
Contents
Figures
Tables
Preface
References
1. The Theoretical Framework for the Structure and Analysis of HRM in MNCS
1.1 Definition and subfunctions of HRM in the light of literature review
1.2 The conceptual and empirical developments of HRM in MNCs
1.3 The impact of HRM on company performance
1.4 Human factor as a company competitive factor
1.5 Centralization and decentralization practices in MNCs
1.6 The role of HRM knowledge and skills flows in MNCs
1.7 A concise summary of literature review on HRM in MNCs
References
2. The Methodics of the Conducted Empirical Research
2.1 The research problem, goals and questions
2.2 The theoretical construct of a reflective measurement model and related hypotheses
2.3 Methods of data collection and analysis
2.4 The structure and basic characteristics of a research sample
2.5 A concise summary of the empirical research methodics
References
3. Staffing the Organization: Recruitment, Selection & Placement
3.1 The conceptual construct of staffing activities
3.2 The advancement level of the practices applied in staffing the organization
3.3 The contributive role of staffing in the organizational performance
3.4 The relationships between the HQ and LS within the scope of staffing the organization
3.5 The internal correlations between the variables describing staffing the organization
3.6 The impact of staffing on the company's performance results - The assessment of the reflective models
3.6.1 The primary findings for all models of staffing the organization
3.6.2 The reflective measurement model for staffing the organization with results in finance
3.6.3 The reflective measurement model for staffing the organization with results in quality
3.6.4 The reflective measurement model for staffing the organization with results in innovativeness
3.6.5 The reflective measurement model for staffing the organization with results in HRM
3.6.6 The comprehensive reflective measurement model for staffing the organization with all types of performance results
3.7 A concise summary of the research findings in the scope of staffing the organization
References
4. Elevation of Employee Positive Workplace Experience
4.1 The conceptual construct of shaping employee work engagement & job satisfaction (SEWE&JS)
4.2 The advancement level of the practices applied in SEWE&JS
4.3 The contributive role of SEWE&JS in the organizational performance
4.4 The relationships between the HQ and LS within the scope of SEWE&JS
4.5 The internal correlations between the variables describing SEWE&JS
4.6 The impact of SEWE&JS on the company's performance results - The assessment of the reflective models
4.6.1 The primary findings for all models of SEWE&JS
4.6.2 The reflective measurement model for SEWE&JS with results in finance
4.6.3 The reflective measurement model for SEWE&JS with results in quality
4.6.4 The reflective measurement model for SEWE&JS with results in innovativeness
4.6.5 The reflective measurement model for SEWE&JS with results in HRM
4.6.6 The comprehensive reflective measurement model for SEWE&JS with all types of performance results
4.7 A concise summary of the research findings in the scope of SEWE&JS
References
5. Employee Performance Appraisal
5.1 The conceptual construct of employee performance appraisal
5.2 The advancement level of the practices applied in employee performance appraisal
5.3 The contributive role of employee performance appraisal in the organizational performance
5.4 The relationships between the HQ and LS within the scope of employee performance appraisal
5.5 The internal correlations between the variables describing employee performance appraisal
5.6 The impact of employee performance appraisal on the company's performance results - The assessment of the reflective models
5.6.1 The primary findings for all models of employee performance appraisal
5.6.2 The reflective measurement model for employee performance appraisal with results in finance
5.6.3 The reflective measurement model for employee performance appraisal with results in quality
5.6.4 The reflective measurement model for employee performance appraisal with results in innovativeness
5.6.5 The reflective measurement model for employee performance appraisal with results in HRM
5.6.6 The comprehensive reflective measurement model for employee performance appraisal with all types of performance results
5.7 A concise summary of the research findings in the scope of employee performance appraisal
References
6. Multiscope Employee Development: Talents, Competencies & Careers
6.1 The conceptual construct of multiscope employee development
6.2 The advancement level of the practices applied in multiscope employee development
6.3 The contributive role of multiscope employee development in the organizational performance
6.4 The relationships between the HQ and LS within the scope of multiscope employee development
6.5 The internal correlations between the variables describing multiscope employee development
6.6 The impact of multiscope employee development on the company's performance results - The assessment of the reflective models
6.6.1 The primary findings for all models of multiscope employee development
6.6.2 The reflective measurement model for multiscope employee development with results in finance
6.6.3 The reflective measurement model for multiscope employee development with results in quality
6.6.4 The reflective measurement model for multiscope employee development with results in innovativeness
6.6.5 The reflective measurement model for multiscope employee development with results in HRM
6.6.6 The comprehensive reflective measurement model for multiscope employee development with all types of performance results
6.7 A concise summary of the research findings in the scope of multiscope employee development
References
7. Development of Managerial & Leadership Competencies
7.1 The conceptual construct of managerial staff development
7.2 The advancement level of the practices applied in managerial staff development
7.3 The contributive role of managerial staff development in the organizational performance
7.4 The relationships between the HQ and LS within the scope of managerial staff development
7.5 The internal correlations between the variables describing managerial staff development
7.6 The impact of managerial staff development on the company's performance results - The assessment of the reflective models
7.6.1 The primary findings for all models of managerial staff development
7.6.2 The reflective measurement model for managerial staff development with results in finance
7.6.3 The reflective measurement model for managerial staff development with results in quality
7.6.4 The reflective measurement model for managerial staff development with results in innovativeness
7.6.5 The reflective measurement model for managerial staff development with results in HRM
7.6.6 The comprehensive reflective measurement model for managerial staff development with all types of performance results
7.7 A concise summary of the research findings in the scope of managerial staff development
References
8. Managing Employer Brand
8.1 The conceptual construct of employer branding
8.2 The advancement level of the practices applied in employer branding
8.3 The contributive role of employer branding in the organizational performance
8.4 The relationships between the HQ and LS within the scope of employer branding
8.5 The internal correlations between the variables describing employer branding
8.6 The impact of employer branding on the company's performance results - The assessment of the reflective models
8.6.1 The primary findings for all models of employer branding
8.6.2 The reflective measurement model for employer branding with results in finance
8.6.3 The reflective measurement model for employer branding with results in quality
8.6.4 The reflective measurement model for employer branding with results in innovativeness
8.6.5 The reflective measurement model for employer branding with results in HRM
8.6.6 The comprehensive reflective measurement model for employer branding with all types of performance results
8.7 A concise summary of the research findings in the scope of employer branding
References
9. Research Summary and Final Conclusions
9.1 The relationships between two sets of variables: Characterizing MNCs and describing the effects of the HRM subfunctions
9.1.1 The results obtained in response to the research questions
9.1.2 Supplementary comments on the identified regularities
9.2 The juxtaposition of the reflective measurement models for the particular HRM subfunctions
9.2.1 The comparison of the impacts of particular model components
9.2.2 The verification of the research hypotheses
9.2.3 Complementary comments on the identified regularities
9.3 A concise assessment and summary of the empirical research
References
Index
