HRM in emergent market economies: evidence and implications from Europe

Cooke, Fang Lee; Wood, Geoffrey; Psychogios, Alexandros; Szamosi, Leslie T.

doi:10.1111/j.1748-8583.2011.00181.x

Cited by 15 publications

(26 citation statements)

References 54 publications

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“…For example, Lane and Myant It has been argued that post-communist SEE countries have been experiencing continuous and dramatic change since 1989 in their political, social, economic, institutional and cultural systems (Sahadev and Demirbag, 2010;Upchurch and Marinkovic, 2011). The process of economic integration continues to proceed at an uneven pace and it involves deregulation, external shocks, increased capital mobility and heightened competition (Cooke et al, 2011;Szamosi et al, 2010). The post-communist region shares a similar economic and political history, especially after World War II.…”

Section: The South-east European Institutional Setting Of Hrmmentioning

confidence: 99%

Rewarding employees in turbulent economies for improved organisational performance

Prouska

Psychogios

Rexhepi³

2016

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Structured AbstractPurpose: This study explores the application of total reward practices in small and mediumsized enterprises (SMEs) in the South-Eastern European (SEE) region and the reward elements positively affecting organisational performance.Design/Methodology/Approach: The sample consists of 199 SMEs operating in SEE countries which are either under economic crisis or transition: Greece, Bulgaria, Romania, Albania, Kosovo and the Former Yugoslav Republic of Macedonia (FYROM).Findings: SMEs in the SEE region are implementing a total rewards model which is characterised by a weaker application of individual aspects and by a stronger application of transactional, relational and communal aspects. Within the communal aspects of the model, our study found three elements of the work environment that positively affect organisational performance; work-life balance, employee involvement voice mechanisms, and organisational culture supporting personal and professional development. Practical implications:Our study contributes to HR practice; we found that a better work environment is positively related to improved organisational performance in these SMEs. This means that in times of economic crisis or transition when HR budgets are limited such non-financial strategies can be a viable alternative to costly financial rewards to such organisations. Originality/value:The study contributes to both theory and HR practice by shedding light on how employee rewards are affected in economies under crisis and transition, how SMEs can motivate their employees when faced with significant financial limitations, as well as explores which reward elements can lead to enhanced organisational performance in such organisations.

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Section: The South-east European Institutional Setting Of Hrmmentioning

confidence: 99%

Rewarding employees in turbulent economies for improved organisational performance

Prouska

Psychogios

Rexhepi³

2016

Self Cite

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“…For subsidiaries of MNEs entering new markets, the need to establish legitimacy and adapt to institutionally-accepted practice creates an external driver that might overrule internal pressures. For local firms operating in emerging economies such as Turkey (which forms the context of the current study), while they seek to emulate subsidiaries of MNEs in order to achieve higher business performance, they are not always able to do so (Cooke et al 2011;Sahadev and Demirbag 2011). They may lack the necessary resources and capabilities to implement certain practices such as extensive training programs.…”

Section: Introductionmentioning

confidence: 99%

Similarly different: a comparison of HRM practices in MNE subsidiaries and local firms in Turkey

Mellahi

Demirbağ

Collings

et al. 2013

The International Journal of Human Resource Management

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This study provides some important insights on identifying the underlying characteristics of HRM practices that are likely to be adapted to the local cultural and institutional milieu by subsidiaries of MNEs. Further insights are provided on the distinctive characteristics of HRM practices pursued by local firms that are more likely to converge to the practices pursued by subsidiaries of MNEs. Our findings support the idea that HRM practices that are easy to diffuse, control and manage and reflect a core organizational value will not be adapted to the local context. Our results provide evidence of the emergence of an established set of global best practices in MNEs. We also identify some instances where MNEs are more likely to adapt their HRM practices to the local context. We posit that this is more likely with regard to HRM practices that are difficult to diffuse, control and manage and require sensitivity to local institutional pressures.

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“…However, the rule of law and workplace authority sharing may be orthogonal to one another (Psychogios et al, 2014). For example, whilst the rule of law is limited in fragmented business systems, leading employers to negotiate wages at the organizational or individual level and delegate little, if any, authority to lower-level employees (Cooke et al, 2011;Psychogios and Wood, 2010;Whitley, 1999), social and political pressures may lead to some sectoral-level wage bargaining as well as authority sharing (Cook, 2010).…”

Section: Comparative Institutional Analyses and Temporary Workers: Prmentioning

confidence: 99%

“…Hall and Soskice, 2001;Streeck, 2009Streeck, , 2012Thelen, 2014), the business systems framework offers a useful theory that specifies the links between institutions, on the one hand, and the types of workers organizations employ and workplace employment practices, on the other (Psychogios et al, 2014;Whitley, 1999Whitley, , 2007Whitley, , 2010. In addition, the business systems framework differentiates between groups of similar countries (Allen, 2014;Cooke et al, 2011;Psychogios et al, 2014;Whitley, 2009), making it a useful analytical tool to examine establishment-level data across a range of countries (Psychogios et al, 2014;Wood et al, 2011).…”

Section: Comparative Institutional Analyses and Temporary Workers: Prmentioning

confidence: 99%

Establishments’ use of temporary agency workers: the influence of institutions and establishments’ employment strategies

Allen

et al. 2016

The International Journal of Human Resource Management

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Syed Imran Saqib Alliance Manchester Business School AcknowledgementsWe are grateful to Prof. Wilkinson and three anonymous reviewers for helpful comments and guidance on previous versions of this paper. AbstractComparative institutional analyses have added much to our understanding of HRM in different countries, providing powerful arguments against the need for flexible labour markets to boost economic performance. However, existing research has tended to downplay the possibility that variation within countries may result in a well-protected core of workers that grows ever smaller alongside increasing numbers of precarious workers. We draw on data from the World Economic Forum and the European Company Survey to examine how institutions influence establishments' use of temporary workers in 29 European countries plus Turkey. We analyse the data using 1) principal components analysis to categorize the countries in our analysis, 2) a two-step cluster analysis to draw up groups of establishments by their use of temporary workers, and 3) a multilevel logistic regression to examine how the 2 institutional setting of establishments and key establishment characteristics interact to influence workplaces' use of temporary workers. We show that institutional characteristics shape the prevalence of temporary workers in the 28 European Union member states plus FYR Macedonia and Turkey; however, institutions are not deterministic and important variation in the use of temporary workers depends upon the interaction between establishment characteristics and the establishment's business system.3

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HRM in emergent market economies: evidence and implications from Europe

Cited by 15 publications

References 54 publications

Rewarding employees in turbulent economies for improved organisational performance

Rewarding employees in turbulent economies for improved organisational performance

Similarly different: a comparison of HRM practices in MNE subsidiaries and local firms in Turkey

Establishments’ use of temporary agency workers: the influence of institutions and establishments’ employment strategies

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