Article1998

Human resource practices and firm performance of multinational corporations: influences of country origin

Hang‐yue Ngo · Daniel B. Turban · Chung‐Ming Lau · Siu-Yun Lui

251 citations0/0 files storedThe International Journal of Human Resource Management

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Global and Cross-Cultural Management Human Resource and Talent Management International Student and Expatriate Challenges

Abstract

Drawing from a cultural values perspective, we investigate the effects of country origins on HR (human resource) practices of firms from the United States, Great Britain, Japan and Hong Kong operating in Hong Kong. In general, results supported hypothesized differences in HR practices of firms from different countries. In addition, results indicated that HR practices, specifically structural training and development and retention-oriented compensation, were related to various measures of firm performance. Of further interest was the finding that country origin moderated relationships of HR practices with firm performance; in general, relationships of structural training and development and retention-oriented compensation were stronger for Hong Kong firms. Implications of the results are discussed.

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References

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