CORRELATION BETWEEN THE WAY OF MANAGING HUMAN RESOURCES AND STRATEGY TO COMPETE IN THE INTERNATIONAL MARKET
CORRELATION BETWEEN THE WAY OF MANAGING HUMAN RESOURCES AND STRATEGY TO COMPETE IN THE INTERNATIONAL MARKET

Summary/Abstract: The quality of the performance of multinational corporations in the international market depends on the strategy the corporation will choose for that purpose. Strategic management has a tremendous role in the management of organizations. The analysis derived from empirical research conducted for the purposes of this paper in terms of patterns of HR Management confirm the thesis that there are no uniform strategies that will yield the same results in other developed countries. Therefore, modern management attention turns to the question: which HR Management strategies provide the best results in different cultures? Conducted research attention has turned to the analysis of: - HR Management practices that are best for use in branches outside of their home countries in terms of their degree of global “integration” or “standardization” of MNC practices against local “responsibility” or “local adaptation.” - Which approach is used in comparative studies to analyze the practices of HR Management in different countries. From an empirical point of view, they drew attention to evidence which argue that MNCs from different countries systematically differ in their operations abroad. For example, MNCs from the US tend to be more formal and centralized in management in terms of management in other countries. It refers to issues related to HR Management, as pay systems, to collective bargaining and union recognition. MNC in the US tend to find import and application of leading-edge practices from other countries. Japanese MNCs, on the other hand, are distinguished in the implementation of innovation through lean manufacturing, and expect their subsidiaries abroad to work in line with this approach. Although standards in world politics and formal systems are not as obvious as they are in the US, MNCs in Japan have stronger centralized direction and ethnocentric attitudes in the management of MNCs.

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