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The Transfer of HRM Policies and Practices in American Multinational Hotels in Saudi Arabia

Amal Hatem Alkhaldi, John Burgess, Julia Connell

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Abstract

Competitive pressures have increased the focus of HRM in MNEs and HRM transfer processes across borders. Consequently, this study examines the transfer of HRM policies and practices in US MNEs and their subsidiaries based in Saudi Arabia. In particular, the aim of the study is to determine the extent to which US MNEs transfer HRM policies and practices from their Headquarters to their subsidiaries and to identify the factors that facilitate and inhibit HRM transfer.

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What this paper is about

Competitive pressures have increased the focus of HRM in MNEs and HRM transfer processes across borders. Consequently, this study examines the transfer of HRM policies and practices in US MNEs and their subsidiaries based in Saudi Arabia. In particular, the aim of the study is to determine the extent to which US MNEs transfer HRM policies and practices from their Headquarters to their subsidiaries and to identify the factors that facilitate and inhibit HRM transfer.

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Available abstract

Competitive pressures have increased the focus of HRM in MNEs and HRM transfer processes across borders. Consequently, this study examines the transfer of HRM policies and practices in US MNEs and their subsidiaries based in Saudi Arabia. In particular, the aim of the study is to determine the extent to which US MNEs transfer HRM policies and practices from their Headquarters to their subsidiaries and to identify the factors that facilitate and inhibit HRM transfer.

Key concepts: Subsidiary, Multinational corporation, Business, Human resource management, Context (archaeology), International business, Competitive advantage, Human resources

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