HRM in an MNE Research Paper

Pages: 7 (2306 words)  ·  Bibliography Sources: 4  ·  File: .docx  ·  Level: College Senior  ·  Topic: Business - Management

The Integrated Player is also seen to engage in the transfer of knowledge to other units of the organization but at the same time they are the recipients of end of knowledge flows from other units that are also in existence. As such this particular type of subsidiary is an important part of the MNC network node (Harzing,2005).The subsidiaries with an Implementer role do not engage typically in extensive knowledge creation and hence they normally provide little knowledge to the other units within the organization. They normally heavily depend on inflow of knowledge from their HQ or other subsidiaries. Local Innovators are usually self-standing subsidiaries that do not take part in the creation of knowledge but usually do not transfer this knowledge to the other units within the organization neither do they receive any knowledge from them. Typically this situation normally occurs when the local knowledge is perceived to be too idiosyncratic to be able to be put into use in the other units within the organization. Therefore these are subsidiary roles that are based on flows (O'Brien, 2010).

Localization in HRM practices

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There are several driving forces to localization of HRM practices this include; the cultural environment, the mode of operation involved, size and maturity of the firm and relative importance of the subsidiary. The cultural environment as a driving force to localization means that the culture of the environment of operation is important hence making it a necessity for the organization to make changes so that it can integrate the cultural aspects if HRM practices in that area. The mode of operation assists in making a decision towards localization since it is how the organization carries out its activities that will determine how easy it can integrate the HRM practices that apply in the local environment (Chen, 2012).

Research Paper on HRM in an MNE Assignment

There are various aims of localization of HRM practices this include the respect of local culture and traditions .this means that localization will ensure that the local cultures and traditions are upheld in the course of HRM practices. The other aim is the adaptation of local institutional requirements like the government policies and legislation. When an MNE expands its operation to country localization will help in integration of the operations of its operation through adaptation of the legislations and government policies that apply in the local area. The other aim is the education system and HR practice since localization will help the organization HRM practices be aligned to those that arte practiced in the area as well as the existing education system. The other aim is to ensure that the workplace practices and employee expectations are meant by this MNE in the course of its operation in this local environment (Chen,2012).

Culture and institutional context

Culture and institutional context play an important role in various HRM practices .how recruitment and selection are carried out depends on the organizational culture this is because the organization culture dictates some of the aspects of the process of recruitment and the same time the institutional context matters when it comes to recruitment and selection in that it is what determines the nature and basically how the process of recruitment and selection takes place. Secondly training and development in an organization depend on the culture and environment of the organization. This is because the organization culture has provisions for the particular training and development that takes place within the organization .this is what acts as a guide to the training and development process within the organization. Compensation systems in an organization are influenced by the culture and environment where the organization is in operation. The organization tries a very hard to ensure that its compensation system are in line with the ones that operating in t5he same environment to ensure that there is equity among all employees. Finally the distribution of task is defendant on the culture and environment the organization is operating in. This is because there are some tasks that are culturally meant to particular people. Therefore it is important to note the culture and environment and organization is operating in so as to be in line with what is required.


Mir, X.(2010).HRM in the Host Country Context. Retrieved April 25, 2014 from

Harzing, A.(2005).Knowledge flows in MNCs: An Empirical Test and Extension of Gupta & Govindarajan's Typology of Subsidiary Roles. Retrieved April 25, 2014 from

O'Brien D., (2010).Subsidiary strategy and the Role of subsidiary Manager: Integrating the Middle Manager Perspective . Retrieved April 25, 2014 from

Chen, S.(2012). Standardization and Localization in the Human Resource Management of Sino- Foreign Joint Ventures: an Inductive Model and Research Agenda. Retrieved April 25, 2014 from [END OF PREVIEW] . . . READ MORE

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How to Cite "HRM in an MNE" Research Paper in a Bibliography:

APA Style

HRM in an MNE.  (2014, April 25).  Retrieved September 28, 2020, from

MLA Format

"HRM in an MNE."  25 April 2014.  Web.  28 September 2020. <>.

Chicago Style

"HRM in an MNE."  April 25, 2014.  Accessed September 28, 2020.