Globalization and employment relations in the Korean auto industry: the case of the Hyundai Motor Company in Korea, Canada and India

Lansbury, Russell D.

doi:10.1108/hrmid.2006.04414fad.011

Cited by 7 publications

(18 citation statements)

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“…As a result, union members became part of project teams, joining with management to oversee the new welfare programs. Wages increased by 20% in 1987, 30% in 1988, and 28% in 1989, compared with 6% between 1982 and 1986, and union members received similar benefits from welfare systems to those of managers [21].…”

Section: Ir Climate and Csr At Hyundai Motor Company (Hmc)mentioning

confidence: 91%

“…Finally, we have not found that IR climate has a significant moderated-mediating effect on the relationship between CSR perceptions, distributive justice, and the dependent variables. First explanation for these findings may be that HMC as a firm (and Korean employment relations in general) is moving towards more cooperative and collaborative employee-management relations [21,26]. With the greater involvement of employee representatives in the IR process, employee's understanding and view of organizational institutions and procedures have undoubtedly improved (procedural justice).…”

Section: Results and Their Explanationmentioning

confidence: 99%

“…To resolve its problems, HMC started to negotiate with unions over wages and working conditions, and a collective bargaining agreement was reached in 2000 [26]. In addition, an extensive welfare system was implemented, training was increased, and cultural programs were offered [21]. Finally, the company established a broad range of HR policies to promote convergence of interests between employees and management.…”

Section: Ir Climate and Csr At Hyundai Motor Company (Hmc)mentioning

confidence: 99%

“…HMC was initially part of the Hyundai business group, which is one of the oldest and most successful Chaebols in Korea [22]. As HMC grew, it was separated from Hyundai to curtail the power and influence of the conglomerate [21]. HMC is now a multinational company with operations in 13 countries with close to 100,000 employees [23].…”

Section: Ir Climate and Csr At Hyundai Motor Company (Hmc)mentioning

confidence: 99%

“…It launched its first original car design in 1976 [21]. HMC was initially part of the Hyundai business group, which is one of the oldest and most successful Chaebols in Korea [22].…”

Section: Ir Climate and Csr At Hyundai Motor Company (Hmc)mentioning

confidence: 99%

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Corporate Social Responsibility, Organizational Justice and Positive Employee Attitudes: In the Context of Korean Employment Relations

Jung

Ali

2017

Sustainability

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Abstract:In recent years, there has been a noticeable increase in scholarly interest in corporate social responsibility and its impact on employee attitudes. We intend to add to this literature by introducing unique explanatory and contextual variables. The study explains the impact of Corporate Social Responsibility (CSR) on employee attitudes through justice within the context of cooperative employee relations. We argue that the concept of justice, which is implied in both socially responsible organizational policies and cooperative employee-employer relations, may be an important addition as a mediating variable. In essence, the study explores the mediating effects of the two primary types of justice, i.e., distributive and procedural, on the relationship between perceived corporate social responsibility, and job satisfaction, and affective commitment. Additionally, we introduce ethics-based psychological foundations, i.e., heuristic and deontic fairness theories to explain the studied relationship. The study also examines the moderated mediation effects of the cooperative industrial relations climate on perceived corporate social responsibility and justice perceptions. Our analysis supports the mediating role of both distributive and procedural justice perceptions. However, a moderated mediation role of the industrial relations climate was only found in the relationship between perceived corporate social responsibility, procedural justice, and employee attitudes. Implications of the study are discussed.

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Section: Ir Climate and Csr At Hyundai Motor Company (Hmc)mentioning

confidence: 91%

Section: Results and Their Explanationmentioning

confidence: 99%

Section: Ir Climate and Csr At Hyundai Motor Company (Hmc)mentioning

confidence: 99%

Section: Ir Climate and Csr At Hyundai Motor Company (Hmc)mentioning

confidence: 99%

“…It launched its first original car design in 1976 [21]. HMC was initially part of the Hyundai business group, which is one of the oldest and most successful Chaebols in Korea [22].…”

Section: Ir Climate and Csr At Hyundai Motor Company (Hmc)mentioning

confidence: 99%

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Corporate Social Responsibility, Organizational Justice and Positive Employee Attitudes: In the Context of Korean Employment Relations

Jung

Ali

2017

Sustainability

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International Training and Management Development Policies and Practices of South Korean MNEs in China

Kang

Shen

Gao-jian

2015

Thunderbird International Business Review

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International training and management development has to date received little research attention. This study aims to contribute to the international human resource management literature by empirically exploring international training and management development policies and practices for both expatriates and host‐country nationals (HCNs) of South Korean multinational enterprises (MNEs) operating in China. The data for this study were collected through in‐depth interviews with both HCN managers and expatriate managers of 10 Korean MNEs. The results show that in our sample, South Korean MNEs provide expatriates with inadequate and low‐rigor predeparture cross‐cultural training and leadership training. However, the sample MNEs provide extensive predeparture and postarrival language training and regular postarrival technical and professional training. On‐the‐job training is provided mainly to HCN production workers in order to improve productivity and work safety. Selected high‐performance HCN middle managers and employees are sent back to headquarters for training. This, however, is not regarded for career development but for rewarding good performance. The sample South Korean MNEs pay little attention to management development for both expatriates and HCNs. Consequently, this has a negative effect on employees’ organizational commitment and retention. © 2015 Wiley Periodicals, Inc.

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Business Systems Theory and Employment Relations

Allen

2014

The Oxford Handbook of Employment Relations

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Globalization and employment relations in the Korean auto industry: the case of the Hyundai Motor Company in Korea, Canada and India

Cited by 7 publications

References 0 publications

Corporate Social Responsibility, Organizational Justice and Positive Employee Attitudes: In the Context of Korean Employment Relations

Corporate Social Responsibility, Organizational Justice and Positive Employee Attitudes: In the Context of Korean Employment Relations

International Training and Management Development Policies and Practices of South Korean MNEs in China

Business Systems Theory and Employment Relations

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