Global HRM: an interview-based case study of recruitment, onboarding and exit practices of a Finnish industrial MNE

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dc.contributor Aalto-yliopisto fi
dc.contributor Aalto University en
dc.contributor.author Yurbacheva, Olga
dc.date.accessioned 2016-06-14T06:01:05Z
dc.date.available 2016-06-14T06:01:05Z
dc.date.issued 2016
dc.identifier.uri https://aaltodoc.aalto.fi/handle/123456789/20715
dc.description.abstract Current debates in IHRM literature suggest that the HRM system in the MNE might either converge or diverge. However, not so much attention is paid at individual HRM practices that can be affected by various national, contingent and inner contextual factors. Therefore, individual practices should be studied separately across subsidiaries of MNEs. Furthermore, the majority of the existing research has concentrated on recruitment and selection practices just briefly mentioning the onboarding and exit. In addition, the role of HR and line managers in these practices has not been broadly studied even though the thinking and beliefs of these actors might vary across the world what might, consequently, affect HRM practices. Besides, the majority of previous researchers were examining HRM practices in affiliates of the US MNEs and in one country context. To address these gaps, this study aims to discover how an MNE manages its HRM practices across borders by deeply exploring how recruitment, onboarding and exit practices differ in the MNE and what roles HR and line managers play in these processes. This research was conducted as an in-depth case study based on both the primary and the secondary data. The case company used in this study is a global Finnish industrial MNE with operations in 48 countries. Organizations located in eight countries (Australia, China, Finland, Germany, India, Russia, the UK and the US) were examined in this research. The primary qualitative data was obtained with a help of 16 semi-structured interviews conducted with HR and line managers. Also, the secondary data consisting of guidelines and other materials was collected in the case company during a course of this research. The results of this study demonstrate that all studied HRM practices i.e., recruitment, onboarding and exit are influenced by various national, contingent and inner contextual factors. Furthermore, MNE's integration mechanisms and SIHRM approaches impact the formation of HRM practices in the MNE. Therefore, it is possible to conclude that recruitment, onboarding and exit practices differ across the MNE. However, it seems that recruitment practices are more influenced by contexts than the onboarding and the exit. Thus, job descriptions, job advertisements, behavioral assessments, the onboarding and the exit can have a global basis what can be beneficial to the MNE. Though, a freedom for local adaptation should be given to MNE's subsidiaries. At the same time recruitment channels and technical assessments seem to require a higher level of local adaptation and reliance on local managers' experiences and knowledge. Finally, it was found that both HR and line managers play an important role in HRM processes despite the variance in the involvement of line managers across countries. In particular, it seems that it is essential that both HR and line managers participate in interviewing, onboarding and exit processes. Furthermore, some interviews revealed that line managers should be a part of the job descriptions creation and the recruitment channels selection due to their functional and local knowledge. en
dc.format.extent 136
dc.language.iso en en
dc.title Global HRM: an interview-based case study of recruitment, onboarding and exit practices of a Finnish industrial MNE en
dc.type G2 Pro gradu, diplomityö fi
dc.contributor.school Kauppakorkeakoulu fi
dc.contributor.school School of Business en
dc.contributor.department Johtamisen laitos fi
dc.contributor.department Department of Management Studies en
dc.subject.keyword IHRM
dc.subject.keyword comparative HRM
dc.subject.keyword recruitment
dc.subject.keyword onboarding
dc.subject.keyword exit
dc.subject.keyword line management
dc.subject.keyword multinational enterprise
dc.subject.keyword globalization
dc.subject.keyword localization
dc.identifier.urn URN:NBN:fi:aalto-201609083425
dc.type.dcmitype text en
dc.programme.major Kansainvälinen liiketoiminta fi
dc.programme.major International Business en
dc.type.ontasot Pro gradu tutkielma fi
dc.type.ontasot Master's thesis en
dc.subject.helecon kansainväliset yhtiöt
dc.subject.helecon international companies
dc.subject.helecon henkilöstöhallinto
dc.subject.helecon personnel management
dc.subject.helecon rekrytointi
dc.subject.helecon recruiting
dc.subject.helecon prosessit
dc.subject.helecon processes
dc.subject.helecon kansainvälistyminen
dc.subject.helecon internationalization
dc.subject.helecon paikallisuus
dc.subject.helecon locality
dc.ethesisid 14390
dc.date.dateaccepted 2016-05-17
dc.location P1 I


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