Industrial relations in South-Eastern Europe: disaggregating the contexts

Psychogios, Alexandros; Brewster, Chris; Missopoulos, Fotis; Kohont, Andrej; Vatchkova, Elizabeta; Slavić, Аgneš

doi:10.1080/09585192.2013.837090

Cited by 11 publications

(19 citation statements)

References 62 publications

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Section: Comparative Institutional Analyses and Temporary Workers: Prmentioning

confidence: 99%

“…As a result, existing research tends to downplay the role of wage-setting processes and authority sharing in fragmented business systems, even though these are highly important in other business systems (Psychogios et al, 2014;Szamosi et al, 2010), and assumes that, if the rule of law is generally weak, labourmarket institutions must also be weak. 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%

“…Although some of the countries in eastern and south eastern Europe, such as Romania and Ukraine, come closest to having fragmented business systems (King, 2007), the empirical evidence on fragmented business systems is relatively limited (Harcourt and Wood, 2007;Psychogios et al, 2014;Wood and Frynas, 2006). As a result, existing research tends to downplay the role of wage-setting processes and authority sharing in fragmented business systems, even though these are highly important in other business systems (Psychogios et al, 2014;Szamosi et al, 2010), and assumes that, if the rule of law is generally weak, labourmarket institutions must also be weak.…”

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%

“…First, existing comparative institutional research on HRM often focuses on national-level institutions, leading to uncertainty about which particular national-level institutions are 'present' within any particular organization (Mellahi and Wilkinson, 2004;Psychogios et al, 2014;Wilkinson and Wood, 2012). Second and building on the preceding point, the majority of existing comparative studies downplay employer variation, potentially creating indeterminate results: even if the majority of establishments conform to national ideal types, are those workplaces that do or those that do not resemble the stylized company model the most likely to exhibit the anticipated HRM outcomes ?…”

Section: Introductionmentioning

confidence: 99%

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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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Section: Comparative Institutional Analyses and Temporary Workers: Prmentioning

confidence: 99%

Section: Comparative Institutional Analyses and Temporary Workers: Prmentioning

confidence: 99%

Section: Comparative Institutional Analyses and Temporary Workers: Prmentioning

confidence: 99%

Section: Comparative Institutional Analyses and Temporary Workers: Prmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

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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Five star hotels of a Multinational Enterprise in countries of the transitional periphery: A case study in human resources management

Serafini

Szamosi²

2015

International Business Review

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The paper examines the application of human resource management (HRM) practices by a Multinational Enterprise (MNE) whose operations extend from unexplored post-Soviet countries' transitional periphery economies to advanced economies. By involving hotels of a global luxury US chain in Azerbaijan (Caucasus) and Kyrgyzstan (Central Asia), this in-depth case study focuses on the labour-intensive hospitality industry which, although being relatively neglected by mainstream research, is among the first movers in new markets through the setting of business infrastructure and then leisure tourism. Through Whitley's dimensions of employer-employee interdependence and employee delegation, comparisons highlighted few differences between properties operating in the particular transitional periphery economies and those in a developed country (Germany) owned by the same chain. On the basis of corroboration obtained through a multiple case study methodology, dissimilarities identified were in terms of the flexibility of employment, outsourcing and dismissal procedures; however, despite socioeconomic differences across nations, it is argued that luxury hospitality MNEs are able to maintain an overall uniform implementation of HRM policies and practices regardless of locale through a "geocentric" approach as illustrated by Perlmutter (1969) in his seminal work.

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The roles and competencies of HR managers in Slovenian multinational companies

Kohont

Brewster

2014

Baltic Journal of Management

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Purpose – The HRM literature provides various typologies of the HR managers’ roles in organizations. The purpose of this paper is to examine how the roles and required competencies of HR managers in Slovenian multinational companies change when these companies enter the international arena. Design/methodology/approach – The authors explored the total population of 25 Slovenian multinational companies (MNCs) operating in Serbia. In these companies the authors conducted interviews with 16 expatriates working in branches in Serbia, sent questionnaires to the CEOs, and conducted a survey of 50 HR managers and interviews with 15 of them. The authors used a triangulation approach and analyzed the results by multivariate methods and content analysis. Findings – The authors found that the complexity of HR managers’ roles, and expectations of their competencies, increases with an increasing level of internationalization of companies. Orientation to people and conflict resolution are seen as elementary competencies needed in all stages of internationalization. The key competence is seen to be strategic thinking that, according to CEOs and expatriates, goes hand in hand with cultural sensitivity, openness to change and a comprehensive understanding of the international environment and business processes. Practical implications – These results can potentially be used for assessing the HRM roles and competencies in different stages of company internationalization, especially MNCs operating in the ex-communist states of Europe, and will help HR managers to support expatriates, CEOs and other employees working in branches abroad more efficiently. Originality/value – This study contributes to the review and evaluation of the quite limited research on HR managers’ roles and competencies in MNCs. It focuses on MNCs and outward internationalization in the Central and Eastern European region. It contributes to studies of the HR managers’ roles and competencies and is the first study to establish a set of roles and competencies for HR managers in Slovenian MNCs.

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Industrial relations in South-Eastern Europe: disaggregating the contexts

Cited by 11 publications

References 62 publications

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

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

Five star hotels of a Multinational Enterprise in countries of the transitional periphery: A case study in human resources management

The roles and competencies of HR managers in Slovenian multinational companies

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