Journal ArticleDOI
What Determines Employee Perceptions of HRM Process Features? The Case of Performance Appraisal in MNC Subsidiaries
TLDR
In this paper, the authors explored influences on individual employee perceptions of the visibility, validity, and procedural and distributive justice of performance appraisal in subsidiaries of multinational corporations, and at what levels these influences reside.Abstract:
Against the background of Bowen and Ostroff's (2004) human resource management (HRM) process theorization, this study explores influences on individual employee perceptions of the visibility, validity, and procedural and distributive justice of performance appraisal in subsidiaries of multinational corporations, and at what levels these influences reside. The study adopts an embedded, multiple-case design with interview data from 33 managers and professionals in six subsidiaries of three corporations. The findings show that perceptions of the performance appraisal process are driven by a number of influences pertaining to the unit, relationship, and individual levels. Further, the study highlights differences and similarities of influences across four performance appraisal process features, and identifies overlaps and inter-linkages between the process features suggested by Bowen and Ostroff (2004). For practitioners, the value of our study lies in the identification of steps that can be taken to increase the likelihood that HRM practices are perceived positively and as intended by the organization. © 2014 Wiley Periodicals, Inc.read more
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Journal ArticleDOI
Employee perceptions of HR practices: A critical review and future directions
TL;DR: Scholars are directing more attention to employee perceptions of human resources (HR) practices and have explored issues such as whether and how employees' idiosyncratic or collective perceptions o... as discussed by the authors.
Journal ArticleDOI
Crossing the streams: HRM in multinational enterprises and comparative HRM
TL;DR: In this article, the authors examine the differences between the stream of international HRM that focuses on comparative HRM and the one focusing on HRM in multinational enterprises (MNEs), and argue that the streams have largely developed in isolation as opposed to informing one another.
Journal ArticleDOI
A new look at the relationships between transformational leadership and employee attitudes — Does a high‐performance work system substitute and/or enhance these relationships?
TL;DR: In this article, the authors extend recent efforts to bring these fields closer together by testing how employee perceptions of a high-performance work system (HPWS) and transformational leadership (TL), independently and jointly, influence four important employee attitudes.
Journal ArticleDOI
MNEs’ Subsidiary HRM Practices and Firm Innovative Performance: A Tacit Knowledge Approach
TL;DR: In this paper, the influence of tacit knowledge approach on the effects of knowledge transfer received on HRM practices and firm innovative performance was investigated in foreign multinational enterprises (MNE) subsidiaries operating in China.
Employee Perceptions of Fairness in Performance Appraisals and Job Satisfaction
TL;DR: Employee Perceptions of Fairness in Performance Appraisals and Job Satisfaction by Simon-Davies Amenyenu Nutakor MPhil, Walden University, 2019 MPS, Cornell University, 2004 MPA, University of Ghana, 1999 BA (Hons.), KNUST, 1993 Dissertation Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Philosophy Management as mentioned in this paper.
References
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