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Edited by Günter K. Stahl and Ingmar Björkman
Chapter 26: International Human Resource Management, Fairness and Trust: An Organizational Support Theory Framework
26 International human resource management, fairness and trust: an organizational support theory framework Ellen Whitener P&G [Proctor and Gamble] has implemented a global candidate management system [selection system] which uses a common set of assessment factors and common assessment tools, such as a scorable application with an embedded biodata instrument, a problem solving test, an English proﬁciency test, and a structured interview . . . Variations across regions can occur due to local practices, local labor pools, or lack of trust in validated assessment tools. Generalizing across cultures, P&G tends to ﬁnd that applicants generally prefer biodata instruments to cognitive tests . . . [and] P&G ﬁnds that local candidates . . . have trust issues based on their lack of experience with new selection tools or practices. (Wiechmann, Ryan & Hemingway, 2003: 79) International Human Resource Management (IHRM) is ‘the set of distinct activities, functions, and processes that are directed at attracting, developing, and maintaining . . . [a multinational corporation’s (MNC)] . . . human resources. It is thus the aggregate of the various HRM systems used to manage people in the MNC, both at home and overseas’ (Taylor, Beechler & Napier, 1996: 960). As P&G has experienced, IHRM embodies fundamental tensions between global and local practices and corporate and local cultures (Schuler, Dowling & De Cieri, 1993), tensions that result in ‘trust issues’ that can derail the eﬀectiveness of the IHRM system. Executives work hard to create a corporate human resource system that selects, develops and manages applicants, candidates and employees eﬃciently and eﬀectively throughout the organization...
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