Strategic management of human resources in the multinational enterprise | Zendy

Tung Rosalie L. | Zendy

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Strategic management of human resources in the multinational enterprise

Author(s) -

Tung Rosalie L.

Publication year - 1984

Publication title -

human resource management

Language(s) - English

Resource type - Journals

SCImago Journal Rank - 1.888

H-Index - 94

eISSN - 1099-050X

pISSN - 0090-4848

DOI - 10.1002/hrm.3930230204

Subject(s) - multinational corporation , subsidiary , business , strategic human resource planning , human resources , human resource management , strategic planning , key (lock) , process (computing) , industrial organization , human capital , process management , knowledge management , marketing , management , economics , finance , computer science , economic growth , computer security , operating system

The efficient operation of a multinational enterprise is contingent upon the availability and effective utilization of numerous strategic resources—technology, capital, know‐how, and people. It is my contention that human power is a key ingredient to the successful operation of a multinational, without which all the other aforementioned resources could not be effectively and efficiently utilized or transferred from corporate headquarters to the various subsidiaries in the world; hence the need for multinationals to devote greater attention to the strategic management of human resources as part of the overall planning and control process in a firm. This article identifies the most common pitfalls to human resource planning in U.S. multinationals and offers guidelines for the development of a paradigm for the strategic management of human resources in the multinational enterprise.

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