The Contextual Analysis of HRM Practices in Multinational Companies in the Czech Republic

Abstract

This paper aims to analyze the current state of the Czech Republic’s socioeconomic environment and the HRM practices of MNCs. The Contextual Analysis was made by using data records from 2015 to 2020 from the Czech Statistical Office, Santander Trade’s website, and CzechInvest. By using Hofstede’s six dimensions, the Czech Republic was compared with its neighbor countries: Germany, Poland, and Slovakia. Literature review was done by using articles from the prestigious scientific journals. The study found that the Czech Republic is an attractive foreign investment market because of the followings: it has one of Europe's most strategic geographical locations. Its excellent infrastructure contributes to the Czech Republic's positioning as an important crossroads for European business corridors; its FDI policies and investor-friendly regulations, which offer a number of advantages for foreign investors; and its socioeconomic environment, which is also suitable for the establishment of new businesses in the country. At the end, the study recommends further research on the effects of the COVID-19 pandemic on MNCs, FDI, and the Czech Republic’s policies on how to eliminate these effects.

Effects of Training on Organizational Performance in the Ethiopian Textile Industry: Interview based Investigation using MAXQDA

“…Employees of the company benefit from training and development in that they take a more sophisticated approach to their work since they are more competent, do better work with fewer mistakes, and need less supervision. This improves the workers' attitude toward their work (Mammadova, 2022;Mohiuddin, Hosseini, Faradonbeh, & Sabokro, 2022).…”

“…Companies having a strong selection are favored to those with a weak one. The third factor, or belief of job seekers, is employee image (Mammadova, 2022). A good image promotion can be achieved by leveraging these dimensions to make a sincere effort, building an effective training channel, developing trained manpower through this channel, and utilizing this feeling of trained manpower (Nurhasanah, Samsudin, Linuwih, & Sutrisna, 2022).…”

Qualitative Analysis with MAXQDA Approach: HRM Practices effect on Organization Performance with Mediation of Employee Work Attitude in Textile Industries of Ethiopia

“…To create goal harmonization between employees and the company for high performance of business processes, human resources management, which places a strong emphasis on employee competencies, is used. There are significant output targets for performance appraisal of potential candidates and keeping engaged candidates in harmonization (Mammadova, 2022;Mohiuddin et al, 2022). These objectives can be established, altered, and directly affect how people behave within the organization (Chowdhury et.…”

“…Employee image is the third dimension, which is described as the beliefs of job searchers. Employee image and corporate image are two distinct images, and they should not be confused with one another (Mammadova, 2022). In order to be favored by candidates in job applications, using these dimensions to make a committed effort, constructing a suitable reward channel, building recruitment through this channel, and utilizing this sense of recruitment, can create a successful image promotion.…”

“…The employee's commitment symbolizes companies and represents the efforts made as an employee to communicate to internal and external audiences what makes it both preferred and unusual (Mammadova, 2022). In other words, employee work attitude refers to all of an organization's attempts to present itself as a "performance appraisal place to work" to both current and potential employees (Nurhasanah et al, 2023).…”