Multinationals and human resource practices in Ireland: a rejection of the 'new conformance thesis'

Abstract

In a previous edition of this journal, Turner et al. (1997a) claim that the industrial relations and human resource management practices of multinational companies operating in Ireland bear a close resemblance to those of indigenous firms. The advancement of this (new) conformance thesis stands in stark contrast to much recent work on Irish industrial relations. In this paper we criticize Turner et al.'s argument for its failure to appreciate and acknowledge the weight of evidence both internationally and in Ireland which points to the predominance of 'country-of-origin effects' over 'hostcountry effects', especially in countries characterized by weak industrial relations systems. We are also critical of the empirical basis of the 'new conformance thesis'. In analysing data from a recently conducted national workplace survey our doubts as to the empirical validity and generalizability of Turner et al.'s results are confirmed. In brief, the 'new conformance thesis' is refuted and the employment relations practices of foreign- and particularly US-owned establishments are shown to be very different from those of Irish workplaces.

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