II. LITERATURE
A. International human resource management practices
The expansion of MNC, worldwide, is an opportunity
afforded by globalisation and financial power beyond specific
nations, and facilitates an extension of HRM services [23].
Reference [32] have identified that, at the global level,
organisations can obtain competitive advantage through the
selection and use of effective HRM policies and practices.
However, there is some concern about what HRM policies and
practices an organisation should use to gain a competitive
advantage when they operate internationally [32]. Reference
[2] reflected that current research is focusing on identifying
the mechanisms through which HRM policies and practices
influence organisational performance. For this reason, [22]
suggested that, to gain a competitive advantage and to
effectively deploy HRM practices, organisations require an
understanding of how distinctive combinations of HRM
practices are applied.
HRM practices tend to be distinguished by industry.
References [33], [24], [16] pointed out that the HR practices
utilised by organisations differed significantly according to the
industry. Reference [21] emphasised the key importance of the
type of sector as the determinant of the HRM practices a
company undertakes. For example, [15], [17], [18] postulated
that the measurement of HRM practices are not valid if they
do not consider the differences in the organisations or the
sectors, or how each organisation uses the different practices,
which are dependent on their objectives. For instance, are
practices which are used in the service industry similar or
different to the ones used in the manufacturing industry?
II. LITERATUREA. International human resource management practicesThe expansion of MNC, worldwide, is an opportunityafforded by globalisation and financial power beyond specificnations, and facilitates an extension of HRM services [23].Reference [32] have identified that, at the global level,organisations can obtain competitive advantage through theselection and use of effective HRM policies and practices.However, there is some concern about what HRM policies andpractices an organisation should use to gain a competitiveadvantage when they operate internationally [32]. Reference[2] reflected that current research is focusing on identifyingthe mechanisms through which HRM policies and practicesinfluence organisational performance. For this reason, [22]suggested that, to gain a competitive advantage and toeffectively deploy HRM practices, organisations require anunderstanding of how distinctive combinations of HRMpractices are applied.HRM practices tend to be distinguished by industry.References [33], [24], [16] pointed out that the HR practicesutilised by organisations differed significantly according to theindustry. Reference [21] emphasised the key importance of thetype of sector as the determinant of the HRM practices acompany undertakes. For example, [15], [17], [18] postulatedthat the measurement of HRM practices are not valid if theydo not consider the differences in the organisations or thesectors, or how each organisation uses the different practices,which are dependent on their objectives. For instance, arepractices which are used in the service industry similar ordifferent to the ones used in the manufacturing industry?
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