Juxtaposition of Organizational Competitive Factors and Performance Evaluation in Conjunction with Their Implications for HRM in MNCs: Part One, Contextual Review and Comparison of Central European and Polish Findings
Juxtaposition of Organizational Competitive Factors and Performance Evaluation in Conjunction with Their Implications for HRM in MNCs: Part One, Contextual Review and Comparison of Central European and Polish Findings

Summary/Abstract: Objective – The main goal of the paper is to determine whether there are anyidentifiable patterns of HRM perceptions and practices when the factors recognized as thecompanies’ competitive advantages and results of their performance outcomes are juxtaposedin conjunction with their implications for HRM.Methodology – The research was conducted in five Central European (CE) countries. The datacollected from this region is used to assess the comparative context (descriptive statistics)for more detail correlational analyses conducted on the data coming exclusively from localsubsidiaries of multinational corporations (MNCs) operating in Poland. This Polish data analysisis presented in a second article published in this volume.Findings - The average values of performance evaluations gain slightly better scores in Polandthan in CE. The HQ of MNCs exert less influence on HRM practices at the local level in Polandthan an average of the overall CE region.Value added – The research has theoretical significance because its results provide new evidenceabout the specificity of HRM in local subsidiaries of MNCs operating in the CE region.Furthermore, it identifies some patterns of HRM perceptions and practices at the local levelof MNCs both in CE and Poland, and especially when the factors recognized as competitiveadvantages of local subsidiaries. The results of performance evaluations of these subsidiariesare juxtaposed in conjunction with their implications for HRM. All this makes a real and specificcontribution to knowledge about strategic international HRM in MNCs.

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