By Kevin Ibeh, Sheena Davies (eds.)
ISBN-10: 0230237320
ISBN-13: 9780230237322
ISBN-10: 1349304433
ISBN-13: 9781349304431
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Offering long-term contracts to a broader group of employees may not be seen as useful for improving the retention of key employees. The Challenge of Managing Employee Tenure 27 However, our findings give us cause to reconsider the importance of long-term contracts for retaining employees of all levels. Long-term contracts may not be just a tool in themselves to retain employees. Instead, providing long-term contracts to a broader group of employees may be part of a company culture which signals the firm’s long-term commitment to employees across all levels.
Goodall, Keith and Warner, Malcolm (1997) ‘Human resources in Sino-foreign joint ventures’, The International Journal of Human Resource Management, t 8(5), 569–94. Goodall, Keith and Warner, Malcolm (1999) ‘Enterprise reform, labour management relations and human resource management in a multinational context’, International Studies of Management and Organisation, 29(3), 21–36. Hofstede, Geert (2003) Cultures Consequences: Comparing Values, Behaviors, Institutions, and d Organizations across Nations (London: Sage Publications).
The direction of thesee differences is, however, not clear-cut and is not apparent from the literature. Thee reviewed literature also suggests that differences in HR practices may be bound to o certain nationality clusters, namely Western in contrast to Japanese and Korean,, and both in comparison to overseas Chinese firms. For our investigation, we therefore distinguished between three nationality clus-ters in relation to HRM and employee tenure in Sino-foreign JVs: (One) Western n (EU and US), (Two) overseas Chinese (Hong Kong and Taiwanese) and (Three)) other Asian (Japanese and Korean) nationality.
Contemporary Challenges to International Business by Kevin Ibeh, Sheena Davies (eds.)
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