HRM Practices of Chinese MNCs Operating in Australia - Assignment Example

The paper "HRM Practices of Chinese MNCs Operating in Australia" is a perfect example of a management assignment. Chapter 4 presented the findings of this study. This chapter discussed the findings within the context of the literature review in Chapter 2, in order to respond to the research questions. The study sought to improve an understanding of the extent of the impact of the country of origin effect on the HRM practices of Chinese MNCs operating in Australia. This particular chapter is structured with an introduction that provides detailed outlines of the research questions, and an overview of the key findings of the research as they relate to each of the three research questions. It also discusses the theoretical and practical implications of the study. To conclude, this chapter concludes with a discussion of the limitations of the research and suggestions for future research.

• 5.2 Response to the Research Questions

Each research question will be discussed accordingly, within each research question, the sub-theme will also be discussed. In outlining each theme, the researcher reviewed the findings from the interview and the literature before indicating whether it confirmed, extended or contested the literature and current theory. Research question 1 is firstly discussed in next.

5.2.1 Research question 1: How does the country of origin effect impact on the HRM practices among Chinese MNCs operating in Australia?

The findings of the current study show that the country of origin affects the HRM practices among Chinese MNCs operating in Australia. In fact, according to the conceptual framework, as compared with host country effect and subsidiary characteristics, country of origin effect was the most mentioned effect out of all the factors raised by the interviewee. Country of origin effect was found to influence the choice of Chinese company subsidiaries’ HRM practices. Previous studies on MNCs have as well attempted to how the country of origin affects the HRM practices the foreign subsidiaries use, particularly the transfer of HR practices across borders by the MNCs. For instance, Zhang and Edwards (2003) examined the influence of country of origin on HRM practice by Chinese MNCs operating in the United Kingdom and established that HRM practice and strategic choices in Chinese MNCs operating in the UK exhibit clear characteristics of their home country.