مقاله انگلیسی رایگان در مورد شیوه های مدیریت منابع انسانی شرکت های چند ملیتی – الزویر 2016

World economies are more connected now than any time before undergoing the positive and negative effects of globalization. The increasing rate of deregulation in almost all industries along with the elimination of boundaries between countries led to higher collaboration on the international level. Movement of capital has been facilitated by the advent of a more flexible global framework adopted by countries worldwide— the open market model. As a result, organizations expanded beyond geographic borders to seize growth opportunities on the international level, creating MNCs. Within this context of expansion and growth, scholars and management professionals are investigating the opportunities and obstacles to manage a diversified workforce with the goal of increasing overall organizational performance. In the early 2000s, Morocco adopted an open market strategy that aimed to boost foreign investment in the local economy and assist its modernization process. Besides the traditional French and Spanish investors, who have historical ties with Morocco, Japanese and German ones have shown increasing interest in establishing subsidiaries of their MNCs in the local market. Nevertheless, there is a significant gap in the existing literature that fails to depict the MNC challenges and opportunities in implementing their sites in Morocco, especially from a HRM perspective. This article focuses on loyalty or employee commitment towards the organization as an aspect of Japanese HRM practices in MNCs in Morocco. Loyalty is highly valued by Japanese organizations because of its assumed positive impact on the overall stability of the company workforce. Furthermore, it investigates the current state of HRM practices in Japanese corporations in Morocco while concentrating on the local characteristics and Japanese HRM practices impact on the Moroccan employees’ loyalty and commitment towards the organization. Starting with a brief introduction about the research framework and objectives. Then, the methodology is described. The third part is organized into two subsections. The first consists includes insights about the Japanese contribution to HRM theory and description of Japanese HRM practices, focusing on loyalty, and ties these practices to illustrate the transferability of these practices outside of Japan. It, also, includes a discussion of Moroccan HRM practices and the most important cultural traits of Moroccan employees, especially values and behaviors of loyalty. The article concludes with the possible challenges and opportunities supported by the local environment.