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Factors other than job performance might affect judgments about pay fairness for employees doing the same job, and the strength of these factors may differ across national cultures. This study uses a multivariate, policy‐capturing approach to compare the way that characteristics of employees—seniority, education, family size, individual job performance, and work effort—affect judgments about the fairness of pay received by employees in Korea and the United States. Regression models of the determinants of judgments about pay fairness by Korean and U.S. nationals were estimated. Korean pay fairness judgments were found to be relatively more sensitive to differences in seniority, education, and family size, and American pay fairness judgments were relatively more sensitive to variations in individual job performance and work effort.

Data from samples of managers from eight countries, Thailand, Nigeria, Philippines, Peru, Uruguay, Argentina, Spain, and the United States, are used to explore cross-national differences in how individuals make judgments about an individual's pay. A policy-capturing instrument is used to elicit judgments about the ways that variations in individual employee job performance, business unit performance, seniority, schooling, and need affect judgments about pay fairness. Significant between-country differences are found in the sensitivities of pay fairness judgments. However, these differences are not well explained by differences in individualism/collectivism reflected either by a priori categorizations of national culture or direct measures of horizontal/vertical collectivism. Implications for the explanation of cross-national differences are explored.

Discussions about transferring human resource practices across national borders inevitably raise the question as to whether practices in different countries will converge on a common model or whether they will be characterized by continued divergence. The convergence hypothesis is a product of the landmark study by Kerr, Dunlop, Harbison, and Myers (1960), who sought to understand the forces shaping national industrial relations systems by analyzing the experiences of national economies at various stages of industrialization. They predicted a convergence of practices as industrial societies adopted plural market economies in which major actors shared beliefs about the nature of industrialism, the efficacy of the market economy, and the need for mechanisms to reconcile the interests of employers, the public, and workers.

The information technology (IT) sector has gained prominence since 1990. However, studies on the human resource management (HRM) policies and practices of multinational corporations (MNCs) have been few and far between. In this paper we study the Indian IT sector using both qualitative and quantitative approaches. For the quantitative research design, we used structured measurement tools developed by the Global HRM Project. Data were collected from 36 IT MNCs of Indian and foreign origin (U.S. and European) located in Bangalore and Hyderabad in India. We tested four hypotheses that were verified using the Mann–Whitney test of mean rank. We assessed the flow of HRM practices and the differences in HR practices between Indian and foreign MNCs. For the qualitative design we used an unstructured approach to gather secondary data sources and used anecdotal data gathered over a decade through our interactions with the Indian IT industry. We used the narrative style to show past and current Indian business culture, level of technology, and implications for foreign direct investment in the Indian IT sector. We state two qualitative hypotheses for this part of the research study. We find the current business culture and level of technology of Indian IT MNCs moderately similar to those of foreign MNCs, and more so U.S. MNCs. We find no differences between Indian and foreign MNCs in HRM practices. We assume that the unexpected similarity in international human resource management (IHRM) practices is probably due to: (1) the nature of information technology, (2) closing levels of R&D between Indian and foreign MNCs, and (3) similar business cultures of Indian and foreign MNCs. IT-intensive global organizations are likely get a step closer to global IHRM standardization.

With higher female labor force participation and the greater prevalence of dual-career families, family responsibilities ever more overlap work responsibilities. Companies have begun to respond to the changing nature of the workforce by offering family-friendly policies that are intended to help employees manage family responsibilities while remaining productive workers. Examples of family-friendly policies include child and dependent care, flexible leave polices, and time off for family emergencies (Daley, 1998; Folsom & Botsch, 1993; Greenfield, 1997; Ezra & Deckman, 1996). Some benefits frequently offered by employers are not considered family-friendly policies because they are not primarily directed toward the management of family responsibilities. Examples of those benefits are educational assistance for the employee, mortgage assistance, holidays, and employee wellness programs.

This chapter examines gender diversity with a focus on the proportion of females in companies in Taiwan. The investigation also examines the effect of the proportion of females on company performance. The research used two Taiwan government databases offering statistics of individual indigenous companies in the manufacturing industries in 1996 and 2001, with a sample size of 8,622 in 1996 and 8,731 in 2001. Results show that the proportion of females in managerial, professional, and administrative jobs is increasing and is positively associated with company performance. By contrast, the proportion of females in operational-level jobs is decreasing, and its association with company performance is inconsistent. This study extends previous gender diversity research in management groups and suggests that women can be invaluable resources for business organizations in Taiwan.