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The Effects of IHRM on Employee Outcomes

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Abstract

In this chapter, we propose and test a model that the willingness of HCNs to help expatriates is influenced by IHRM practices in international subsidiaries of MNEs. Results showed that high-commitment HRM practices directly and indirectly influence HCNs’ willingness to help expatriates through the mediation of POS. Socially responsible HRM indirectly influences the criterion variable through the mediation of organizational identification. Moreover, POS and organizational identification sequentially mediate the effect of high-commitment HRM on HCNs’ willingness to help expatriates. These findings shed some light on organizational antecedents that go beyond personal and intrapersonal factors of HCNs’ attitudes and behaviors toward expatriates.

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  1. School of Management, RMIT University, Melbourne, Australia

    Haiying Kang

  2. Shenzhen Audencia Business School (SABS), Shenzhen University, Shenzhen, China

    Jie Shen

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  1. Haiying Kang
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Kang, H., Shen, J. (2017). The Effects of IHRM on Employee Outcomes. In: International Human Resource Management in South Korean Multinational Enterprises. Springer, Singapore. https://doi.org/10.1007/978-981-10-3093-2_8

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