Template-Type: ReDIF-Article 1.0
Author-Name: Mohammad Khasro Miah   
Author-Name-First: Mohammad Khasro  
Author-Name-Last: Miah
Author-Email: khasro.miah@northsouth.edu
Author-Workplace-Name: North South University, Bangladesh
Author-Name: Mohammad Mahmudul Islam 
Author-Name-First: Mohammad Mahmudul 
Author-Name-Last: Islam
Author-Email: mohammad.islam04@northsouth.edu
Author-Workplace-Name: North South University, Bangladesh
Title: Human Resource Management Practices and Organizational Performance: Evidence from Japanese and US Subsidiaries/Joint Venture in Bangladesh
Abstract: The purpose of this research is to examine the conditions of home and host country culture as well as country of origin effect of HRM practices and its result on organizational performance (OP). The empirical findings showed that Japanese and U.S subsidiaries and joint ventures adapt localization practices with their modifying home host technique with the local business environment. The findings recommend that managers in the US and Japanese subsidiaries and joint ventures in Bangladesh are more strongly influenced by its host country’s national culture (as an adoptive host country national and corporate culture). Finally, it can be stated that foreign subsidiaries and joint ventures are trying to achieve the location advantage to create a particular type of HRM practices, with a combined and confined HRM practice that can fit for better organizational performance.
Classification-JEL: D12, L25, M51, O15
Keywords: HRM practices, organizational performance, Japanese and US subsidiaries and joint ventures, Bangladesh
Journal: Journal of Human Resource Management
Pages: 54-67
Volume: 20
Issue: 1
Year: 2017
File-URL: http://www.jhrm.eu/2017/05/54-human-resource-management-practices-and-organizational-performance-evidence-from-japanese-and-us-subsidiariesjoint-venture-in-bangladesh/
File-Format: Application/pdf
Handle: RePEc:cub:journl:v:20:y:2017:i:1:p:54-67