Résumés
Abstract
This paper compares Japanese and US multinational corporations (MNCs) on their deployment of human resource management (HRM) and employment relations (ER) practices within four countries. Debate about convergence is used to reconcile findings. The context is the shift from the dominance of the Japanese economy in the 1980s and early 1990s towards the renewed dominance of the US economy in more recent decades. We draw on data from representative, parallel surveys of MNCs operating in Canada, the UK, Spain and Australia to test a set of hypotheses examining similarities and differences between subsidiaries of Japanese and US MNCs in relation to management control across borders, remuneration, representation and worker involvement.
The findings demonstrate that, despite the pressures of globalization, and the partial movement away from traditional Japanese management practices in Japan, there are clear country of origin effects for Japanese and American MNCs. Results indicate that Japanese and US MNCs behave differently in terms of the control that they exercise, with Japanese firms exhibiting a greater tendency to use personal forms of control in their foreign subsidiaries and a lower tendency to use procedural forms of control. In terms of HRM practices, Japanese MNCs are distinctive in relation to pay systems. For example, they are less likely than their US counterparts to use performance-related pay and, more likely, to adopt non-union representative structures in subsidiaries.
In line with Kaufman (2016), we argue that the study’s findings provide evidence for the ‘converging divergence phenomenon’ in that both Japanese and US MNCs are adopting the most universal aspects of each other’s management practices and integrating them into their own unique systems of management in response to global market forces. We discuss the theoretical implications for the convergence and divergence of HRM and ER systems, and the development of such systems in Japanese and US MNC subsidiaries.
Keywords:
- multinational corporations,
- Japan,
- US,
- human resource management,
- comparative employment relations
Résumé
Cet article compare le déploiement de pratiques de gestion des ressources humaines (GRH) et de relations de travail (RT) dans des multinationales japonaises et américaines présentes dans quatre pays. Le débat sur la convergence est utilisé afin d’analyser les résultats. Le contexte de cette étude est celui du passage de la domination de l’économie japonaise dans les années 1980 et au début des années 1990 à la domination accrue de l’économie américaine au cours des dernières décennies. Nous nous appuyons sur des données d’enquêtes représentatives menées parallèlement auprès de multinationales opérant au Canada, au Royaume-Uni, en Espagne et en Australie. Nous testons un ensemble d’hypothèses examinant les similarités et les différences entre les filiales de multinationales japonaises et américaines en matière de contrôle de gestion transfrontalier, de rémunération, de représentation et de participation des travailleurs.
Les résultats démontrent que, malgré les pressions de la mondialisation et l’abandon partiel au Japon des pratiques de gestion traditionnelles japonaises, le pays d’origine a des effets manifestes dans le cas des multinationales japonaises et américaines. En effet, nos résultats montrent que les multinationales japonaises et américaines se comportent différemment en ce qui a trait au contrôle qu’elles exercent, les entreprises japonaises ayant une plus grande tendance à utiliser des formes de contrôle « en personne » dans leurs filiales étrangères et étant moins enclines à utiliser des formes de contrôle bureaucratique. En matière de pratiques de GRH, les multinationales japonaises se distinguent par leurs systèmes de rémunération. Ainsi, elles s’avèrent moins susceptibles que leurs homologues américains d’utiliser un système de rémunération lié à la performance et elles sont davantage enclines à adopter des structures sans représentation syndicale dans leurs filiales.
À l’instar de Kaufman (2016), les résultats de notre étude apportent la preuve du phénomène de « divergence convergente », en ce sens que les multinationales japonaises et américaines adoptent les aspects les plus universels des pratiques de gestion des unes et des autres et les intègrent dans leurs propres systèmes de gestion en réponse aux forces du marché mondial. Nous discutons des implications théoriques de la convergence et de la divergence des systèmes de GRH et de RT, ainsi que du développement de ces systèmes dans les filiales japonaises et américaines des multinationales étudiées.
Mots-clés:
- multinationales,
- Japon,
- États-Unis,
- gestion des ressources humaines (GRH),
- relations de travail comparées
Resumen
Este documento compara las corporaciones multinacionales (MNC) japonesas y estadounidenses en su despliegue de prácticas de gestión de recursos humanos (HRM) y de relaciones laborales (RL) en cuatro países. Se utiliza el debate sobre la convergencia para conciliar las constataciones. El contexto es el cambio del dominio de la economía japonesa en la década de 1980 y principios de la década de 1990 hacia el dominio renovado de la economía estadounidense en las décadas más recientes. Recurrimos a datos de encuestas paralelas representativas de las multinacionales que operan en Canadá, el Reino Unido, España y Australia para corroborar un conjunto de hipótesis que examinan las similitudes y las diferencias entre las filiales de las multinacionales japonesas y estadounidenses en relación con el control de gestión transfronterizo, la remuneración, la representación y la participación de los trabajadores.
Los resultados demuestran que, a pesar de las presiones de la globalización y el alejamiento parcial de las prácticas tradicionales de gestión japonesas en Japón, existen claros efectos del país de origen para las multinacionales japonesas y estadounidenses. Nuestras resultados demuestran que las empresas multinacionales japonesas y estadounidenses se comportan de manera diferente en términos del control que ejercen, y las empresas japonesas muestran una mayor tendencia a utilizar formas de control personal en sus filiales extranjeras y una menor tendencia a utilizar formas de control procesales. En términos de prácticas de gestión de recursos humanos, las multinacionales japonesas son distintivas en relación con los sistemas de pago. Por ejemplo, son menos propensos que sus contrapartes estadounidenses a utilizar la remuneración vinculada con el desempeño y, más predispuestas, a adoptar estructuras representativas no sindicales en las filiales.
En concordancia con Kaufman (2016), argumentamos que los resultados del estudio proporcionan evidencia del fenómeno de divergencia convergente en el sentido de que tanto las multinacionales japonesas como las estadounidenses están adoptando los aspectos más universales de las prácticas de gestión de los demás e integrándolos en sus propios sistemas únicos de gestión en respuesta a las fuerzas del mercado global. Discutimos las implicaciones teóricas para la convergencia y divergencia de los sistemas de gestión de recursos humanos y RL, y el desarrollo de dichos sistemas en filiales delas multinacionales japonesas y estadounidenses.
Palabras claves:
- Corporaciones multinacionales,
- Japón,
- Estados Unidos,
- gestión de recursos humanos,
- relaciones laborales comparadas
Parties annexes
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