International Human Resource Management - Assignment Example

p.65); in that case, multinational corporations have to change and adapt their resources to the shifting global business environment to remain profitable (Caligiuri & Stroh 1995, p.494). MNCs alongside their global subsidiaries have increasingly become fundamental players in the global economy, thereby fuelling a great interest and research in the management strategies and practices of these firms (Mendenhall 1999, p.65). Generally, multinational corporations employ widely varied global management strategies, whose processes, practices as well as systems and structures also vary greatly since different global locations impose varied demands on MNCs operating in them.

Establishing effective global strategies is the most daunting task of MNCs because they are caught up in the struggle to enhance their responsiveness to local environments while retaining their controlled corporate structure. This has been encapsulated effectively in the literature of MNCs as one of the most debated questions has traditionally been the degree to which subsidiaries’ behaviour resemble that of local corporations versus the degree to which it rhymes with that of their parent corporations (Rosenzweig & Nohria 1994, p.229). This debate has given birth to three typologies of MNCs namely ethnocentric, polycentric, and global; whereas the management strategies of ethnocentric MNCs resemble those of their home countries, those of polycentric MNCs conform to local standards while global MNCs align their management practices to a worldwide standard.

Given that cultural differences are more likely to influence organizational behaviour; this paper will draw from empirical illustrations of Multinational corporations (MNCs) to explore the cultural implications for multinational corporations of different approaches to employee voice. HRM is not independent of environmental and various other factors within the enterprise; HRM policy and practices are determined by both internal and external factors