Motivation: Through the increasing demand in new products, companies within international business context have to implement innovation efforts and so, they are searching for talents in an increasing amount of available employees. Problem statement: The problem of those firms is to employ the right people (talents) on one side and to ensure the innovative performance of the company on the other side. Research approach: For solving this issue, a qualitative research was chosen, while conducting a Swedish and a German case study of suitable companies and interviewing them about their practices of attracting, selecting, and integrating talents. Results: There is support found for the connection between the recruitment of talents and the innovative performance. Conclusions: The results contribute to talent management and provide lessons from successful cases as a guideline for other companies. For the reason that the case studies do not belong to a specific industry, the results are potentially generalizable.

Based on social identity theory, self-categorization theory, and justice theories, this study proposed a theoretical framework for studying the psychological processes that employees go through during the period of post-merger implementation. Specifically, this study investigated: (a) the effects of HR practices on employees' intergroup cognition and perceived fairness; and (b) the antecedents and consequences of intergroup cognition (e.g., "us" versus "them" cognition) during post-merger implementation. In addition, I examined the mediating role of intergroup cognition in the psychological process. In Study One, a scenario-based experiment with MBA students, I found that more favorable HR practices after a merger led to a significantly higher level of distributive justice than less favorable post-merger HR practices. Furthermore, more favorable HR practices after a merger led to a significantly lower level of intergroup cognition than less favorable post-merger HR practices. In addition, equally favorable HR practices between the members of two groups in the merged company led to both a significantly higher level of distributive justice and a significantly lower level of intergroup cognition than HR practices that were less or more favorable as compared to those of the other group. In Study Two, a field survey with incumbents, I found that the level of perceived fairness was negatively related to the level of intergroup cognition. In addition, the level of perceived cultural differences was positively related to the level of intergroup cognition. Also, their effects on organizational commitment, resistance to change, and turnover intention during post-merger implementation were mediated by intergroup cognition.

The finding of a positive relationship between a set of well-configured commitment human resources practices and performance outcomes at multiple levels of an organization is a well-documented in the strategic human resource management (HRM) literature (e.g., Combs, Lui, Hall, and Ketchen, 2006; Kehoe and Wright, 2013). However, several recent empirical studies (e.g., Liao, Toya, Lepak, and Hong, 2009) find a significant gap between the HR practices organizations report they use and the HR practices employees report they experienced. These more recent findings call into question the extent to which formal HR programs reported by organizational leaders are actually understood and implemented by lower level managers. To the extent that formal HR programs are not fully implemented as intended suggests many organizations may not be getting the full benefits from their HR program investments. The present study addresses this issue by focusing on the problem of HR practices implementation. Drawing on attribution theory, I examine how frontline managers (FLMs) and employees recognize, interpret, and react to commitment HR practices adopted by their organization. Additionally, I tested the influence of the self-transcendence values of FLMs and employees on their attributional processes. In doing so, three models (frontline manager, employee, and multi-level models) were proposed and the hypotheses based on these models were tested. Data collected from 195 employees nested in 61 workgroups provided mixed support for the hypothesized relationships. In the frontline manager, tests of hypotheses revealed that FLMs' awareness of commitment HR programs affected their commitment HR attributions and implementation of commitment HR practices. The employee model showed that employees' awareness of commitment HR practices influenced their commitment HR attributions and organizational citizenship behavior (OCB). However self-transcendence was not a significant moderator in both models. Finally, the multi-level model suggested that FLMs' implementation of commitment HR practices is a significant predictor of employees' commitment HR attributions. The findings contribute to the strategic HRM literature by demonstrating how organizations can implement commitment HR practices to attain unrealized potential benefits of commitment HR practices. The failure to demonstrate the moderating effect of self-transcendence values on attributional process of commitment HR practices presents a continued challenge for future research. / Ph. D.

Very little past work has focused on the comparative analysis of human resource management (HRM) practices between domestic (DEs) and multinational enterprises (MNEs). The majority of the work in this area has instead concentrated on comparing the HRM practices employed by the subsidiaries of MNEs, and has mostly been conducted in the context of developed countries. This research studies the behavioural differences in the HR practices--recruitment, training, internal career opportunities, appraisals, rewards and incentives, as practiced in DEs and MNEs in the emerging country context of Brunei Darussalam. A survey of literature yielded nine major testable hypotheses. These included MNEs being more stringent with regard to their recruitment and training and rigorous with their promotion practices. Performance appraisal (PA) processes were hypothesised to be more advanced and better structured in MNEs when compared to DEs. Incentives and reward systems were also observed and following from literature, these were predicted to be more advanced and better structured in MNEs. In addition, we also hypothesised that the role of HR directors has become more strategic in the two genres of enterprises. We also tested the impact of several control variables on HR practices. In order to put our hypotheses to test, we collected primary data from a cross-section of firms. A count revealed a total of 465 firms in operation; of these, 214 were drawn for study. A total of 151 firms (70%) responded; 88 of these (58%) were DEs and 63 (42%) were MNEs. We applied a mix of parametric and non-parametric tests to analyse the data. On balance, we found support for most hypotheses. In terms of recruitment and selection practices, MNEs are found to be more rigorous in their recruitment, placing more emphasis on such traits as candidates’ willingness to travel, devotion to task, self-motivation, and independent judgment. We also found that MNEs place more emphasis on training; they also emphasise a stronger work culture by relying on ‘induction by socialisation’, and ‘buddy system /mentoring’. Moreover, while the statistical differences on its importance are seen to be higher in MNEs, the mean score emphasising the importance of training for DEs comes out to be high as well. This shows that both sets of enterprises rank the issue of training of their employees high. In terms of internal career opportunities, the results show that MNEs prefer to avoid competition between internal candidates by preparing one person well in advance. Compared to DEs, MNEs rely on sound individual technical skills for promotion purposes, also displaying their preference for technically sound employees in senior positions. Our analysis also shows that MNEs conduct PAs more frequently than DEs, and their feedback system is also rapid. The HR directors and employees of MNEs are more receptive to PAs than those in DEs whilst; in contrast, HR directors in DEs face less opposition to feedback when compared with those in MNEs. It emerges that PAs are an important part of the HR function in both types of organisations. In terms of incentives and rewards systems, MNEs follow market ethos and principles. They also show that DEs tend to look at the industry standards when setting rewards such as ‘basic pay’. There is also higher appeal for social and psychological benefits to employees of MNEs when compared to DEs. When analysing the role of the HR director, HR directors of MNEs show a tighter fit between HR policy and business strategy compared with DEs. With regard to the subject of HR devolvement, HR directors from both DEs and MNEs indicated that rather than having sole responsibility, routine HR responsibilities were shared with line management. The area in which there is less inclination to devolve to line managers is in strategic HR work. Moreever, these traits were more pronounced in MNEs than in DEs. Further, HR directors of MNEs clearly regarded their tasks as more important than the HR directors of DEs. Our analysis also showed that MNEs had higher perceived financial performances when compared to DEs. When analyzed by age, older firms were found to place more importance on language and commitment. With regard to size, larger firms place emphasis on employees’ willingness to travel and work experience in other countries as the main recruitment criteria. Younger firms are more likely to be following market principles in terms of explaining incentives and reward system to their employees, whilst older firms claim that working for them carries social and psychological benefits for employees.

Research question:  “How does the IHRM of multinational enterprises (MNEs) adapt their recruitment processes during crises?” Purpose: To explore the adaptation and changes in the recruitment process of IHRM during a crisis. Method: The research method is a qualitative case study, and the data is collected through semi-structured interviews and secondary data.  Conclusion: This study shows that IHRM in multinational enterprises use e-recruitment as a tool and method to adapt the recruitment practices during a crisis. However, the finding of this study indicates that the best outcome of recruitment is achieved by adapting and incorporating both e-recruitment and traditional recruitment.

Construction is complex and comprises a multitude of knowledge-driven activities and business interests from participating organisations with the people involved being subject to different organisational and disciplinary practices. People are fundamental to success because human capabilities in learning, innovating and changing creative directions are vital to long term development of organisations. In the last two decades, researchers have found that human resource (HR) management has positive effects on the organisational performance. However, the processes through which HR management lead to organisational performance are contested. This research proposes a framework to investigate the effects of employees' behaviours and organisational learning on organisational performance and the impacts of HR practices on those effects in the context of Chinese construction enterprises. The research design adopts a multi-method approach, integrating positivism and interpretivism, to understand the complex relationship between HR practices, organisational learning, individual behaviour, and organisational performance. By consulting two experienced academic researchers and industry experts, the pilot study improves the understanding and implementation of the measurement instruments employed. Both quantitative and qualitative approaches are adopted in data collection and analysis: 326 valid respondents through questionnaire survey are received, and structural equation modelling is adopted to test individual behaviour and organisational learning as mediating variables of the relationship between HR practices and organisational performance respectively. Middle-level managers in Chinese construction firms are interviewed, and a cognitive map is produced to reveal the possible mediating variables and the cause-effect relationships between organisational learning and individual behaviour. The cause-effect route identified from the cognitive map is tested by structural equation modelling method, i.e., individual in-role behaviour as a mediating variable between organisational learning and performance. In conclusion, from the theoretical perspective, the results reveal the following. (1) Individual in-role behaviour has highly significantly positive effect on organisational performance. Organisational learning has very highly significantly positive effect on organisational performance. Both individual in-role behaviour and organisational learning have mediating effects on the relationship between HR practices and organisational performance. (2) HR practices positively affect individual in-role behaviour indirectly through organisational learning. Individual in-role behaviour mediates the relationship between organisational learning and organisational performance. (3) HR practices also affect organisational performance via the path-way of social capital, individual perceived organisational support, organisational citizenship behaviour (OCB), and co-worker productivity. For the practical implications, Chinese construction companies should implement the following to improve organisational performance. (1) Recognize the importance of employees' in-role behaviour, and design HR practices to motivate employees to apply their knowledge, skills and abilities in job-related performance, and to retain qualified and experienced staff. (2) View organisational learning as an important component of competitive advantage in the process of organisational development, and motivate and enhance organisational learning by the employment of HR practices and the creation of social capital. (3) Recognize the importance of OCBI (i.e. organisational citizenship behaviour directed toward the benefit of other individuals), and try to elicit employees' OCBI by improving employees' perceived organisational support.

The purpose of this research is to contribute to the understanding of the debate surrounding strategic human resource management (SHRM) and organisational performance. The relationship between SHRM and organisational performance has been a heavily deliberated issue over the last decade. A survey of literature on SHRM and its impacts in terms of performance reveals that empirical results on this topic are, as yet, inconclusive. Whilst some studies have found the impact to be positive, the results from several other studies cast doubts concerning the overall efficacy of (positive) HR practices on firms' performance. Moreover, researchers have argued that there is a need for additional studies on the HRM-performance link, and that further investigations in different contexts are required. This study responds to the call of researchers, and is conducted in a new non-Western context in the country of Jordan. The work contributes to our understanding of HR practices' impacts on employee turnover rate as well as on the actual and perceived financial performance of organisations. The empirical analysis is based on theoretical propositions which state that motivated employees, through good HR practices, remain in their positions longer and contribute positively to the overall financial performance of organisations. Rigorous statistical testing of the data on the population of financial firms shows that careful recruitment and selection, training, and internal career opportunities all have a positive impact in terms of reducing employee turnover. Training, in particular, is found to have a strong positive impact on actual and perceived financial performance. The findings do not support the indirect HRM-performance relationship mediated by employee turnover. The study provides strong support for the universalistic approach that a group of best HR practices will continuously and directly generate superior performance for the companies. We also find no evidence to support the notion that bundles or complementarities of HR practices impact better on financial performance than individual HR practices. We test the impact of strategic HR involvement (involving HR functions in the overall strategic process of the company) and HR devolvement (delegating the day-to-day HR issues to line managers) on organisational performance. Our results show that financial performance can be enhanced and employee turnover rate decreased by involving HR directors in the overall strategic decision-making process of the companies. The results indicate that the alignment of HRM with organisational strategy would improve the financial performance of the companies; however, our results suggest that the devolvement of routine HR issues to line managers may not be positively related to the financial performance of the companies or negatively related to employee turnover.

<p>With the intention to investigate the role of HR practices and the Perceived Organization Support (POS) in the process of key employee retention, this study developed a model that was empirically explored through the case studies of Secoroc and ABBCR in order to have such process examined in the managerial context of Swedish organizations. Results indicate that in these companies the employees' perceptions of support from the selected HR practices contribute to the development of POS and job satisfaction. The practices of growth opportunity and challenging work were indicated to be more significant for the retention of key employees in these companies. Interestingly, pay and the relationship between R&D managers and employees indicated to be of also crucial relevance in the process of retaining key employees. Furthermore, there are indications that the Swedish management style signalled to be a facilitator element for the efficiency of such practices in generating job satisfaction for retaining employees. However, the surfaced data from this study indicated that employees of these companies are affectively committed to their managers and to their work rather than to the organization as a whole.</p>

With the intention to investigate the role of HR practices and the Perceived Organization Support (POS) in the process of key employee retention, this study developed a model that was empirically explored through the case studies of Secoroc and ABBCR in order to have such process examined in the managerial context of Swedish organizations. Results indicate that in these companies the employees' perceptions of support from the selected HR practices contribute to the development of POS and job satisfaction. The practices of growth opportunity and challenging work were indicated to be more significant for the retention of key employees in these companies. Interestingly, pay and the relationship between R&amp;D managers and employees indicated to be of also crucial relevance in the process of retaining key employees. Furthermore, there are indications that the Swedish management style signalled to be a facilitator element for the efficiency of such practices in generating job satisfaction for retaining employees. However, the surfaced data from this study indicated that employees of these companies are affectively committed to their managers and to their work rather than to the organization as a whole.

As the rise of tourism industry, and the rapid development of hotel industry in China, we are eager to learn how different hotel brands operate there. This research focus on the study of top management team leaders and service brand value in hotels, where we also discuss the issues such as institutional context, human resource practices, service culture, and employee service behaviour. The research was conducted using a qualitative approach, and samples are selected from international brands, regional brands, and local brands. The purpose of this research is to investigate how different hotel service branding will be influential on top management team leadership and how it eventually leads to employee service behaviour. Results reveal that different service brand value has huge impact on top management team leadership, human resource practices, service culture, and promoting employee service behaviour, and moreover, institutional context also act as an important role in this research.