Whither seniority? Career progression and performance orientation in South Korea

Horak, Sven; Yang, Inju

doi:10.1080/09585192.2017.1362659

Cited by 36 publications

(41 citation statements)

References 92 publications

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“…Most large Korean MNEs are part of Chaebols and thus the key features of Chaebols are deeply ingrained in the management practices and styles of Korean MNEs, including their foreign subsidiaries (Glover & Wilkinson, 2007;Zou & Lansbury, 2009). Horak & Yang, 2019). Managing the potential tensions between the espoused "best practice"-centered HRM policies and the traditional hierarchical management style is a key challenge for Korean MNEs (Horak & Yang, 2019;Kang & Shen, 2015, 2016.…”

Section: The Institutional Context Of Hrm In a South Korea Mnementioning

confidence: 99%

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The liability of mimicry: Implementing “global human resource management standards” in United States and Indian subsidiaries of a South Korean multinational enterprise

Chung

Brewster

Bozkurt

2020

Human Resource Management

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There is increasing evidence that multinational enterprises (MNEs) from less dominant economies tend to mimic and disseminate human resource management (HRM) practices sourced from a dominant economy, usually the United States, to overcome their "liabilities of origin." However, our understanding of the specific challenges involved in the implementation of such practices by firms across different national and subsidiary contexts remains limited. Drawing on evidence from a case study of a South Korean MNE, we examine the extent to which, and ways in which, global HRM policies mimicking U.S. practices are implemented across its sales, manufacturing, and research and development subsidiaries in the United States and India. We find discernible differences in the implementation of the global policies both between the two host country sites and across the three function-specific subsidiaries in each country, identifying a range of national and subsidiary-specific factors that inform these variable implementation outcomes. In addition to legitimacy challenges related to the source, appropriateness, and process of transfer, we note a unique form of legitimacy challenge-"the liability of mimicry"-whereby local actors can challenge head office policies on the basis of a claim to superior expertise in the dominant practices, as a particular concern of MNEs from emerging economies.

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Section: The Institutional Context Of Hrm In a South Korea Mnementioning

confidence: 99%

“…Horak & Yang, 2019). Managing the potential tensions between the espoused "best practice"-centered HRM policies and the traditional hierarchical management style is a key challenge for Korean MNEs (Horak & Yang, 2019;Kang & Shen, 2015, 2016.…”

Section: The Institutional Context Of Hrm In a South Korea Mnementioning

confidence: 99%

The liability of mimicry: Implementing “global human resource management standards” in United States and Indian subsidiaries of a South Korean multinational enterprise

Chung

Brewster

Bozkurt

2020

Human Resource Management

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“…Senioritas yang ada diperusahaan masih berpengaruh kuat dalam penentuan promosi jabatan meskipun tidak menjadi satu-satunya syarat utama dalam penentuan promosi jabatan (Purwaningsih & Magdalena, 2017). Senioritas masih memainkan peran dominan dalam keputusan promosi (Horak & Yang, 2017). peran spesifik dari senioritas sangat menentukan keputusan promosi jabatan, di mana senioritas juga dapat membantu manajerial untuk adil dalam promosi jabatan dan melindungi terhadap tantangan diskriminasi.…”

Section: Pendahuluanunclassified

Pengaruh Prestasi Kerja, Senioritas Dan Loyalitas Karyawan Terhadap Promosi Jabatan

Puspasari¹,

Satrya²

2019

EJMUNUD

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This study aims to determine the effect of work performance, seniority and employee loyalty on job promotion at The Royal Pita Maha. This research was conducted at The Royal Pita Maha, using the Proportionate Stratified Random Sampling technique, as many as 79 respondents through the Slovin formula method. Data collection through interviews and questionnaires. The data analysis technique used is multiple regression analysis, classic assumption test, accuracy test regression model, partial regression test. The results of this study indicate that work performance, seniority and loyalty have a positive and significant effect on promotion. The implication in this study is that the management of The Royal Pita Maha needs to pay attention to the indicators of work performance, seniority and employee loyalty to determine promotion, so that employees feel more just and more motivated to work to get higher positions. Keywords: work performance, seniority, loyalty, promotion

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“…Many studies have focused on the search for the “holy grail” of how HRM can add value to the organization through universalistic best practices. The reality of how HRM can make such a contribution may, however, vary considerably: by understanding the nuances of contextual differences in firms’ operating environments, HRM professionals may be able to provide greater support than simply implementing “best practices” (Farndale & Paauwe, ; Horak & Yang, ).…”

Section: Organizations In Times Of Crisis and Riskmentioning

confidence: 99%

“…While extant global talent management literature emphasizes the challenges international assignees face when adjusting to a new business and professional environment, less attention has been paid to the level of societal openness to foreign workers (Guo & Al Ariss, ). For example, Horak and Yang () use the term “environmental receptiveness” to draw attention to the challenges connected to differences in informal ties and networks that can be hard to penetrate for foreigners. Those ties and networks are often crucial to becoming a part of society as they influence the effectiveness of a foreign employee as well as general well‐being while working overseas.…”

Section: Organizations In Times Of Crisis and Riskmentioning

confidence: 99%

Facing complexity, crisis, and risk: Opportunities and challenges in international human resource management

Farndale

Horak

Phillips

et al. 2019

Thunderbird Intl Bus Rev

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International human resource management (IHRM) as a field of practice involves heightened levels of complexity compared to domestic HRM based on the multitude of contexts in which multinational firms operate. As complexity increases, so do levels of risk and the chance the firm must deal with crisis situations. Based on articles presented at the 3rd Global Conference on IHRM, this special issue focuses on how IHRM can contribute to organization success when faced with extreme operating conditions. This editorial provides a backdrop to the articles by describing the challenging economic, political, and social environments impacting organizations, exploring conditions from the recent past and current day such as the global financial crisis, trends toward political nationalism, aging populations, and growing immigrant workforces. The focus lies on exploring how HRM can respond to such challenging external contexts to continue to contribute added value to the firm. K E Y W O R D S added value, context, economic crisis, international human resource management, political crisis, social crisis 1 | INTRODUCTION A fundamental difference between the fields of human resource management (HRM) and international human resource management (IHRM) is the degree of complexity involved. Professionals in both fields are sourcing, hiring, training, rewarding, developing, evaluating, and motivating an organization's workforce, but when operations extend from a domestic to an international scale, the level of complexity HR professionals face increases dramatically. Multinational enterprises (MNEs) do not operate in a vacuum-they operate in multiple national contexts, each one with its own institutional and cultural traditions, systems, and regulations. Not only does the HR professional based in an MNE's corporate headquarters need to understand what is happening in their home country operations, they need to understand the operating context in numerous global sites to coordinate their firm's global HRM strategy. To add to this complexity, critical turning points, such as national or global crises, add to the high-risk nature of international HRM. Managing complexity and risk through times of crisis has become a core competency of MNEs, a competency to which IHRM can make a substantial contribution. This special issue is a collection of articles presented at the 3rd Global Conference on International HRM, organized by the Center for International Human Resource Studies at The Pennsylvania State University and hosted by St John's University, New York in May 2017.The biennial conference addresses the broad IHRM field, incorporating many disciplines including cross-cultural management, comparative HRM, and strategic international HRM. The articles presented focus on understanding why HRM activities fit (or do not fit) in a given institutional and/or cultural context and explore how MNEs manage the global/local paradox of their operations. The articles selected for this special issue make a strong contribution to the IHRM body of knowledge ...

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Whither seniority? Career progression and performance orientation in South Korea

Cited by 36 publications

References 92 publications

The liability of mimicry: Implementing “global human resource management standards” in United States and Indian subsidiaries of a South Korean multinational enterprise

The liability of mimicry: Implementing “global human resource management standards” in United States and Indian subsidiaries of a South Korean multinational enterprise

Pengaruh Prestasi Kerja, Senioritas Dan Loyalitas Karyawan Terhadap Promosi Jabatan

Facing complexity, crisis, and risk: Opportunities and challenges in international human resource management

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