HRD and labour market practices in a US multinational subsidiary: the impact of global and local influences

Abstract

This paper examines the extent to which the human resource development (HRD) and labour market dynamics of a US multinational subsidiary in Ireland are influenced by global and local factors. Specifically the study examines the dynamic between central control and subsidiary autonomy in relation to HRD and labour market management. Using a single case study, the author explores the extent to which the subsidiary is constrained or enabled by virtue of its US heritage, and the relative impact of the Irish environment on its operation. The findings indicate that the subsidiary possesses considerable autonomy in relation to content aspects of HRD interventions while corporate interest was primarily focused on budgetary issues. Turning to labour market management, it is argued that the subsidiary’s long‐term focus is characteristic of the welfare capitalist approach to HR management. The main manifestations of this approach in the case company are outlined, while also acknowledging the impact of sectoral and company specific factors in shaping HRD and labour market management in the subsidiary.

Citation

Collings, D.G. (2003), "HRD and labour market practices in a US multinational subsidiary: the impact of global and local influences", Journal of European Industrial Training, Vol. 27 No. 2/3/4, pp. 188-200. https://doi.org/10.1108/03090590310469001