Transferring HR concepts and practices within multi-national corporations in Romania: The management experience

Dalton, Kevin J.; Druker, Janet

doi:10.1016/j.emj.2011.12.003

Cited by 13 publications

(11 citation statements)

References 25 publications

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“…Chirtoc's (2010) work highlights the key changes to the labour market caused by the Romanian economic transition, the reduction in employment and the changes in employment structure. Dalton and Druker (2012) argue that HRM in Romania is a lower level administrative process without any acknowledgement of its value, largely due to the legacies of communism when personnel administration was part of the centralised planning and control system designed on the Soviet model. But given the limited nature of this data, there is a need for more research on HRM in the country.…”

Section: Hrm In the South Eastern European Contextmentioning

confidence: 99%

A three-fold framework for understanding HRM practices in South-Eastern European SMEs

Psychogios

Szamosi²,

Prouska

et al. 2016

Employee Relations

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Purpose-We study particular structural and organisational factors affecting the formality of human resource management (HRM) practices in small and medium-sized enterprises (SMEs) in SouthEastern European (SEE) post-communist countries, in particular Serbia, Romania, Bulgaria and the Former Yugoslav Republic of Macedonia (FYROM) in order to understand the antecedents of formalization in such settings. Design/methodology/approach-Adopting a quantitative approach, this study analyses data gathered through a survey of 168 managers of SMEs from throughout the region. Findings-The results show that HRM in SMEs in the SEE region can be understood through a threefold framework which includes: degree of internationalisation of SMEs, sector of SMEs and organisational size of SMEs. These three factors positively affect the level of HRM formalisation in SEE SMEs. These findings are further attributed to the particular political and economic context of the post-communist SEE region. Research limitations/implications-Although specific criteria were set for SME selection, we do not suggest that the study reflects a representative picture of the SEE region because we used a purposive sampling methodology. Practical implications-This article provides useful insights into the factors which influence HRM in SMEs in a particular context. The findings can help business owners and managers understand how HRM can be applied in smaller organisations, particularly in postcommunist SEE business contexts. Originality/value-HRM in SMEs in this region has hardly been studied at all despite their importance. Therefore, this exploratory research seeks to expand knowledge relating to the application of HRM in SMEs in SEE countries which have their business environments dominated by different dynamics in comparison to western European ones.

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Section: Hrm In the South Eastern European Contextmentioning

confidence: 99%

A three-fold framework for understanding HRM practices in South-Eastern European SMEs

Psychogios

Szamosi²,

Prouska

et al. 2016

Employee Relations

View full text Add to dashboard Cite

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“…Similarly, the workforce in post-Communist economies is also affected by inherited expectations where, for example, employees believe they need to have 'connections' to survive (Harry, 2006). With a workforce traditionally considered as a cost rather than a resource within an inefficient labour market nevertheless promising employment security (Fey, Engström, & Björkman, 1999), businesses in such societies mostly feature ineffective HRM application because locale critically hinders its implementation and relevance (Dalton & Druker, 2012).…”

Section: The Context Of Transitional Periphery Countriesmentioning

confidence: 99%

“…The dynamic prospects of the emerging post-Communist transitional periphery market economies have been attracting MNEs since the fall of the U.S.S.R. where the advent of subsidiaries in these countries has been a function of investment conditions (Bevan, Estrin, & Meyer, 2004). From a HRM standpoint, the study of MNE subsidiary management is of particular interest (Roth & Kostova, 2003) because it reveals the way organizations adapt to ensure local relevance to a critical strategic function emanating from head office that demands the coherent application of policies and procedures by overseas subsidiaries (Dalton & Druker, 2012). Thus, much is required of expatriates who, as part of a global HRM talent pool with adaptive leadership skills (Farndale, Scullion, & Sparrow, 2010), need to bridge the chasm between corporate guidelines and local post-Communist distinctive features.…”

Section: The Context Of Transitional Periphery Countriesmentioning

confidence: 99%

“…While the transitional periphery economies of Central and East Europe were nimble in attracting MNEs, the more remote Caucasus and Central Asia regions demonstrated a systemic resistance to change that has impeded their economic development thus relegating them to a transitional periphery status (Edwards, 2006). These divergent paths are reflected in the literature, whereby the former show a limited yet growing body of empirical studies (Dalton & Druker, 2012) while, for the latter, knowledge is sparse and business and managerial understanding virtually non-existent (Harry, 2006;Lackó, 2000;Yalcin & Kapu, 2008). While these emerging countries have featured a non-homogeneous and fragmented economic development path since gaining independence (Szamosi, Wilkinson, Wood, & Psychogios, 2010), their critical geopolitical strategic positioning (Tsygankov, 2006) coupled with vast natural resources (Bilgin, 2007;Dorian, 2006) and rich cultural heritage (Kantarci, 2007) offer attractive investment opportunities (Zeybek, Eden, Miller, Thomas, & Fields, 2003) in general but more specifically in the growing tourism industry (Marat, 2009;Papatheodorou, Rosselló, & Xiao, 2010).…”

Section: Introductionmentioning

confidence: 99%

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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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“…There is also other research exploring HRM in Serbia (Bogićević Milikić, 2009;Bogićević Milikić et al, 2012;Upchurch and Marinkovic, 2011), but Kosovo has not been yet explored as a distinct business setting partly due to the unresolved political dispute. There is equally little research on HRM practices in Romania which explores the informality of HRM in Romanian businesses (Constantin et al, 2006;Dalton and Druker, 2012) and the changes to the labour market caused by the Romanian economic transition.…”

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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Transferring HR concepts and practices within multi-national corporations in Romania: The management experience

Cited by 13 publications

References 25 publications

A three-fold framework for understanding HRM practices in South-Eastern European SMEs

A three-fold framework for understanding HRM practices in South-Eastern European SMEs

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

Rewarding employees in turbulent economies for improved organisational performance

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