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We explore the effects of three organizational variables (country of origin of the multinational company (MNC), the timing of entry into the European Union and the mode of establishment of the MNC subsidiary unit) on the human resource management (HRM) practices being pursued by subsidiaries of large MNCs operating in selected countries in Central and Eastern Europe (CEE) and the Former Soviet Union. Furthermore, we examine whether the degree of autonomy afforded to the subsidiary over its preferred HR recipes is related to overall local unit performance.

We profile the HRM practices of 379 foreign owned subsidiaries located in Bulgaria, Croatia, The Czech Republic, Kazakhstan, Poland, Hungary, Russia, Romania, Serbia and Slovakia. Using descriptive statistics, we present the general characteristics of the sample and we then use bivariate statistical analysis to test our hypotheses relating to the impact of different organizational factors on the HR practice mix implemented in the MNC subsidiaries covered in our survey.

We find a significant correlation between the annual training budget, the importance of knowledge flow from headquarters (HQs) to the subsidiary and the perceived criticality of training and development and whether the subsidiary is a greenfield site or an acquisition. A correlation was also found between the national timing of EU membership (older members, newer and then candidate countries and non-EU members) and three HR practice variables: the use of expatriates, external service providers and employee relations practices.

Our research calls attention to the issue of balancing the efficiencies of standardization with the local preferences and traditions of customization which results in more successful MNC control and ultimately higher levels of performance. It also calls attention to the challenges in pursuing research of this nature over time in the CEE region, especially given the dynamic nature of the MNC mix in each of the countries.

Our findings serve to reduce the information gap on foreign-owned companies in CEE and the Former Soviet Union.

Despite some 30 years of transition, there remains a paucity of empirical research on the HR practices of MNCs across a number of countries in the CEE region. For a decade and a half, the CEEIRT group[1] has been systematically gathering empirical evidence. The combination of the breadth (10 countries) and depth (numerous items related to MNC subsidiary relationships with corporate HQs and patterns of HR practices and roles) characterizing the ongoing research effort of the CEEIRT collaboration serves as a mechanism for augmenting the empirical base on HRM in the region.

Global performance management (GPM) systems are a central element of measuring the efficacy of an increasingly complex array of global mobility activities – an element that has developed rapidly in the last ten years or so. This conceptual review of GPM consists of four major sections. First, three approaches to international human resource management are presented. Second, the paper discusses three models of performance management, one some 24 years old and grounded in a long tradition of formalized, explicit universalistic US-based performance management theory and two more recent conceptual reviews particular to global issues of performance management. Third, the paper presents a four-stage process model of GPM. Each of the four stages will be discussed in turn, and the various perspectives of recent empirical and conceptual publications on GPM will be mapped onto the four stage model. The purpose of this paper is to conclude with a discussion of recommendations for how this process model can speed the development of research in this new topic domain. The paper also suggests that practitioners may use a modified version of this four step process model to initiate a more systematic global audit of the nature and effectiveness of their array of global assignments.

This conceptual review paper consists of a proposed framework for understanding how issues of global standardization and local customization may be understood while examples of issues applied to the framework are presented from a review of articles from 2002 until 2013. The concentrated review going back some ten years was an effort to find a sample large and relevant enough to capture a rapidly developing field, while being small enough to allow a meaningful analysis of results.

Whereas there are a number of articles in the recent literature reviewing local applications of extant GPM systems, there is very little empirical research on how these systems are designed or how they are evaluated and the results applied on a micro (individual expatriate or local employee) level or on a macro (firm) level.

The paper concludes with a series of observations on the results of the analysis and suggestions for future research, so that the academic and professional communities may move forward in this topic domain in a more efficient, complete and coordinated fashion.

This paper delineates the current “disconnect” between traditional models of executive compensation and Bartlett and Ghoshal's model of a transnational strategy, and proposes a new model of global compensation based on the three managerial roles (operational entrepreneur, managerial developer and top level leader) outlined by Bartlett and Ghoshal in their model. The proposed model focuses on pay emphases in the areas of experiences (inputs), activities (processes) and rewards (outputs) in a global context, and the three global integrative pay configurations derived from the model are presented and discussed. The paper concludes with the presentation of three caveats related to further developments in the area of global pay and firm control.

Presents a conceptual framework that attempts to bridge the lag between strategic need and international human resource (IHR) support practices. Looks at the idea of competencies being an alternative to the traditional construct of jobs. Presents a model consisting of three balanced transnational competencies. Concludes with a series of HR applications of the model.

This qualitative research explores factors that influence social studies teachers’ issue-selection for classroom discussion. Four high school teachers—three from an urban setting and one from a suburban high school—participated in the study. Data were gathered over three months via interviews, classroom observations, and field notes; all were analyzed using the constant comparative technique of the grounded theory approach. Two claims are made: Teachers’ social positioning influences their curriculum choices, and media influences social studies teachers’ issue-selection.

Incivility is widespread in the workplace and has been shown to have significant affective and behavioral consequences. However, the authors still have a limited understanding as to whether, how and when discrete incivility events impact team performance. Adopting a resource depletion perspective and focusing on the cognitive implications of such events, the authors introduce a multi-level model linking the adverse effects of such events on team members’ working memory – the “workbench” of the cognitive system where most planning, analyses, and management of goals occur – to team effectiveness. The model which the authors develop proposes that that uncivil interpersonal behavior in general, and rudeness – a central manifestation of incivility – in particular, may place a significant drain on individuals’ working memory capacity, affecting team effectiveness via its effects on individual performance and coordination-related team emergent states and action-phase processes. In the context of this model, the authors offer an overarching framework for making sense of disparate findings regarding how, why and when incivility affects performance outcomes at multiple levels. More specifically, the authors use this framework to: (a) suggest how individual-level cognitive impairment and weakened coordinative team processes may mediate these incivility-based effects, and (b) explain how event, context, and individual difference factors moderators may attenuate or exacerbate these cognition-mediated effects.