Janice M. Beyer and John Milliman argue that multinational corporations (MNCs) of the future will be faced with a – whole new array of challenges, thus necessitating international HRM practices (IHRM) that are able to adapt to changing pressures.
Research and Insights Archive
Research and Insights from the Center for Effective Organizations
Organizational Life Cycles and Strategic International Human Resource Management in MNC’s: Implications for Congruency Theory
This paper by John Milliman and Mary Ann Von Glinow seeks to extend our understanding of congruency theory of fit in strategic human resource management (HRM) as a result of developing an organizational life cycle model of international HRM (IHRM) in multinational companies (MNCs).
Many U.S. multinational corporations (MNCs) have experienced difficulties in their overseas operations, due in part to ineffective international human resource management (IHRM) practices. This paper by Mary Ann Von Glinow and John Milliman uses a product life cycle (PLC) approach to develop a two-step contingency model of the strategic and operational levels of MNCs.
Interpersonal Relations as a Context for Improving the Effect of Performance Appraisal Interviews on Employee Performance and Satisfaction: A Longitudinal Study
A field study was conducted by Barry R. Nathan, Allan M. Mohrman, Jr., and John Milliman to determine the effect of supervisor-subordinate interpersonal relations and the content and conduct of the appraisal review on reactions to the performance appraisal review, and job satisfaction and job performance after the review.