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논문 기본 정보
- 자료유형
- 학술저널
- 저자정보
- 발행연도
- 2016.4
- 수록면
- 27 - 46 (20page)
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This study investigates the distinctive characteristics of human resource management(HRM) practices of the Korean subsidiaries operating in Vietnam, compares them with those of other countries’ companies, and also examines the impacts of HRM practices on the organizational attitudes of local employees, that is, Vietnamese employees. The data were collected from 60 human resource managers and 620 Vietnamese employees working for 60 foreign-invested companies using two survey questionnaires: HR manager questionnaire and employee questionnaire.
The results show that Korean subsidiaries have a significantly different HRM practices from other Asian and Western subsidiaries. Korean companies’ HRM practices are characterized by poor prospect for promotion to high positions, underinvestment in training and development, and lower pay level. In addition, local employees working for Korean subsidiaries have significantly lower level of perceived organizational justice and organizational commitment than those working for Asian and Western subsidiaries. Although several HRM practices of foreign subsidiaries are correlated to the organizational attitudes of local employees, when controlling for the effects of country of origin, the impacts of HRM practices on organizational attitudes are not significant. The implications of these findings are discussed.
The results show that Korean subsidiaries have a significantly different HRM practices from other Asian and Western subsidiaries. Korean companies’ HRM practices are characterized by poor prospect for promotion to high positions, underinvestment in training and development, and lower pay level. In addition, local employees working for Korean subsidiaries have significantly lower level of perceived organizational justice and organizational commitment than those working for Asian and Western subsidiaries. Although several HRM practices of foreign subsidiaries are correlated to the organizational attitudes of local employees, when controlling for the effects of country of origin, the impacts of HRM practices on organizational attitudes are not significant. The implications of these findings are discussed.
목차
Abstract
Ⅰ. Introduction
Ⅱ. Theoretical Backgrounds and Hypotheses
Ⅲ. Research Method
Ⅳ. Result
Ⅴ. Discussion
References
참고문헌 (39)
참고문헌 신청
Ahn, J. S., “A Study on the Cultural Adjustment and Organizational Commitment of Korean Expatriate Managers in China,” Chinese Studies, 2010, Vol. 49, 2010, pp. 449-476.
Allen, N. J. and Meyer, J. P., “Affective, Continuance, and Normative Commitment to the Organization: An Examination of Construct Validity,” Journal of Vocational Behavior, Vol. 49, 1996, pp. 252-276.
Allen, N. J. and Meyer, J. P., “The Measurement and Antecedents of Affective, Continuance, and Normative Commitment to the Organization,” Journal of Occupational Psychology, Vol. 63, 1990, pp. 1-18.
Arthur, J. B., “Effects of Human Resource Systems on Manufacturing Performance and Turnover,” Academy of Management Journal, Vol. 37, 1994, pp. 670-687.
Bae, J. and Sa, J., “The Effects of Human Resource Management Systems on Organizational Performance,” Korean Journal of Management, Vol. 11, No. 2, 2003, pp. 133-169.
Allen, N. J. and Meyer, J. P., “Affective, Continuance, and Normative Commitment to the Organization: An Examination of Construct Validity,” Journal of Vocational Behavior, Vol. 49, 1996, pp. 252-276.
Allen, N. J. and Meyer, J. P., “The Measurement and Antecedents of Affective, Continuance, and Normative Commitment to the Organization,” Journal of Occupational Psychology, Vol. 63, 1990, pp. 1-18.
Arthur, J. B., “Effects of Human Resource Systems on Manufacturing Performance and Turnover,” Academy of Management Journal, Vol. 37, 1994, pp. 670-687.
Bae, J. and Sa, J., “The Effects of Human Resource Management Systems on Organizational Performance,” Korean Journal of Management, Vol. 11, No. 2, 2003, pp. 133-169.
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UCI(KEPA) : I410-ECN-0101-2016-326-002902305