Yi Ying Chang, Adrian J. Wilkinson and Kamel Mellahi
HRM practices in foreign subsidiaries have been the subject of much attention in recent years. However, research on HRM practices by subsidiaries of multinationals (MNCs) has so…
Abstract
Purpose
HRM practices in foreign subsidiaries have been the subject of much attention in recent years. However, research on HRM practices by subsidiaries of multinationals (MNCs) has so far focused largely on subsidiaries of western multinationals in western and or emerging economies. The authors have little knowledge concerning HRM practices of subsidiaries of multinationals from emerging economies in developed western countries. The purpose of this paper is to examine HRM practices of MNCs from emerging economies operating in western developed countries.
Design/methodology/approach
Survey.
Findings
A blend of practices has been adopted by the subsidiaries, ranging from emulating home country practices, adapting host country practices, and a Melange of home and host country practices.
Originality/value
First, HRM practices used by emerging economy MNCs in an advanced economy have been identified. Second, the results suggest that MNCs from emerging economies behave differently from MNCs from developed countries such as Japan, the USA and Western European countries. Past research shows that MNCs from advanced economies such as Japanese MNCs in the UK tend to transplant the ideas and practices of so‐called excellent human resource management systems from their own parent companies. However, Taiwanese MNCs deliberately adopt a varied HR approach to operate in an advanced economy as a result of dual pressures of home and host country effect. Consequently, apart from strategic issues wholly made by headquarters in Taiwan, other HR practices either adapt to local practices or use a hybrid style.
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Kevin M. Morrell, John Loan‐Clarke and Adrian J. Wilkinson
Using insights from the relevant literature and recent empirical data, this paper investigates the relationship between organisational change and employee turnover. It proposes a…
Abstract
Using insights from the relevant literature and recent empirical data, this paper investigates the relationship between organisational change and employee turnover. It proposes a mechanism for how widespread change translates into individual decisions to quit, and corroborates four relevant hypotheses. The paper also illustrates the importance for managers of understanding avoidability – the extent to which turnover decisions can be prevented – and concludes with a research agenda, encapsulated by a model describing the relationship between organisational change and turnover.
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Adrian Wilkinson, Mick Marchington, Barrie Dale and Graham Godfrey
In this paper we describe the context for the three year project “Quality and the Human Resource Dimension” funded by the Engineering and Physical Sciences Research Council.
Adrian Wilkinson, Michael Barry, Leah Hague, Amanda Biggs and Paula Brough
In recent years, in research and policy circles, there is growing interest in the subject of speaking up (and silence) within the health sector, and there is a consensus that it…
Abstract
Purpose
In recent years, in research and policy circles, there is growing interest in the subject of speaking up (and silence) within the health sector, and there is a consensus that it is a major issue that needs to be addressed. However, there remain gaps in our knowledge and while scholars talk of a voice system – that is the existence of complementary voice channels designed to allow employees to speak up – empirical evidence is limited. We seek to explore the notion of a voice system in a healthcare organisation as comprising structures and cultures as seen from different stakeholder perspectives. What do they see and how do they behave and why? To what extent do the users see a voice system they can access and easily navigate?
Design/methodology/approach
Interviews and focus groups were conducted with a voice stakeholder group (e.g. designers of the system from senior management and HR, which comprised 23 staff members) as well as those who have to use the system, with 13 managers and 26 employees from three units within a metropolitan hospital: an oncology department, an intensive care unit and a community health service. Overall, a total of 62 staff members participated and the data were analysed using grounded theory to identify key themes.
Findings
This study revealed that although a plethora of formal voice structures existed, these were not always visible or accessible to staff, leading to confusion as to who to speak up to about which issues. Equally other avenues which were not designated voice platforms were used by employees to get their voices heard.
Originality/value
This papers looks at the voice system across the organisation rather than examining a specific scheme. In doing so it enables us to see the lived perceptions and experiences of potential users of these schemes and their awareness of the system as a whole.
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Paula K. Mowbray, Adrian Wilkinson and Herman H.M. Tse
The purpose of this paper is to develop a conceptual model drawing together and integrating research from employment relations (ER), human resource management (HRM) and…
Abstract
Purpose
The purpose of this paper is to develop a conceptual model drawing together and integrating research from employment relations (ER), human resource management (HRM) and organizational behaviour (OB) to identify how high-performance work systems (HPWS) encourage voice behaviour.
Design/methodology/approach
The authors identify shortcomings in research on the relationship between HPWS practices and employee voice behaviour, attributable to the disparate conceptualization of voice across management disciplines. The authors then present a conceptual model using the ability, motivation and opportunity (AMO) framework to theorize how the ER climate influences the design of the HPWS and subsequently how the HPWS encourages voice behaviour. Practical implications and recommendations for future studies are provided.
Findings
The mutual gains ER climate will influence the design of the HPWS; in turn the HPWS' practices will influence line manager AMO to manage voice and the employees' AMO to engage in voice behaviour, resulting in the encouragement of both employer and employee interest forms of voice.
Practical implications
The HPWS-voice behaviour interaction model sheds light on the types of HR practices organisations can implement to optimize employee voice behaviour.
Originality/value
The conceptual model demonstrates how ER, HRM and OB factors influence voice behaviour within a HPWS, which has not previously been considered by voice scholars. The integrated conceptual model encourages a multidisciplinary approach to studying employee voice in future research.