Use this URL to cite or link to this record in EThOS: https://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.792346
Title: Ownership patterns and employee experience of high performance HRM practices : a comparison between international joint venture and local banks in Saudi Arabia
Author: Falaih, Yazeed
Awarding Body: Royal Holloway, University of London
Current Institution: Royal Holloway, University of London
Date of Award: 2015
Availability of Full Text:
Access from EThOS:
Access from Institution:
Abstract:
The aim of this thesis is to extend the literature on HRM in international joint venture (IJVs) by comparatively examining the adoption and implementation of high-performance HRM practices in international joint venture (IJV) and local (LO) banks in Saudi Arabia. In particular, this thesis focuses on the ways in which the effective outcomes of these practices are experienced and perceived by the employees of both kinds of banks, including their perceptions of HRM effectiveness, fairness, and organizational commitment. This PhD study is also aimed at carrying out an in-depth exploration of the mechanisms and processes that lead to the observed differences in HRM implementation and effectiveness beyond the superficial level of adoption. While the term 'adoption' used in this thesis refers to the formal decision agreed upon and formulated by policy-makers (e.g. top management), 'implementation' refers to the operationalization process carried out throughout the firm, which also determines how employees experience and judge the practices' effective outcomes. This PhD study employs a mixed-method approach, integrating the quantitative and qualitative data at the interpretive level. The quantitative data was collected by using a questionnaire survey of 1038 employees and analysed using a statistical package (SPSS). In addition, 27 individual interviews were conducted with employees, managers and expatriates. The findings show significant differences in the effective adoption and implementation of HRM practices in IJV and LO banks. More precisely, the statistical results point at a more positive relationship between employee experience of HRM practices and their perceived effective outcomes in IJV banks than in LO ones. In addition, the interviews conducted with managers and employees support the survey results and highlight three mechanisms/processes that contribute to the differences in the effective implementation. The factors that define these three mechanism are: a) the strategic role played by HRM functions and integration, b) the role played by the line management and c) the role played by internal learning via expatriates (as opposed to the external learning through consultants used by LO banks). The overall results suggest that IJV not only facilitate the transfer of HRM practices but go beyond this by developing an organizational system that enables their effective adoption and implementation. The findings of this research are significant for both theory and practice. This PhD study contributes theoretically and empirically to the knowledge of HRM practices in IJVs at the organizational level by focusing on their implementation, and employee perception and experience beyond the superficial level of adoption, which tended to be neglected in previous studies. In addition, this research also explores HRM practices in a developing country, had rarely been examined in previous literature on international HRM. Based on this evidence, this study concludes by indicating avenues for further future research.
Supervisor: Not available Sponsor: Not available
Qualification Name: Thesis (Ph.D.) Qualification Level: Doctoral
EThOS ID: uk.bl.ethos.792346  DOI: Not available
Share: