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Performance and reward practices in foreign multinationals in the UK
Author(s) -
Ferner Anthony,
Almond Phil
Publication year - 2013
Publication title -
human resource management journal
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.44
H-Index - 77
eISSN - 1748-8583
pISSN - 0954-5395
DOI - 10.1111/1748-8583.12001
Subject(s) - multinational corporation , business , contingency , nationality , contingency theory , collective bargaining , key (lock) , industrial organization , survey data collection , marketing , labour economics , management , economics , political science , finance , ecology , linguistics , philosophy , statistics , mathematics , immigration , law , biology
This article examines variability in pay and performance management systems (PPMS) across foreign multinational companies (MNCs) in the UK, using a representative survey. It examines factors shaping PPMS for two groups, managers and the largest occupational group (LOG). It finds that US MNCs tend to have more PPMS practices in combination than do non‐US firms, but that for individual items nationality has relatively low influence, particularly for LOG. Other key factors in PPMS vary by employee group: for managers, international HR structural mechanisms for networking, organisational learning and the transmission of a global HR philosophy are important. For LOG, collective bargaining coverage is crucial. The article discusses the implications of the findings for ‘contingency’ approaches to HR ‘architecture’.