Human ResourceManagement Practices and Organizational Performance: Evidence from Japanese and US Subsidiaries/Joint Venture in Bangladesh

Abstract

The purpose of this research is to examine the conditions of home and host country culture as well as country of origin effect of HRM practices and its result on organizational performance (OP). The empirical findings showed that Japanese and U.S subsidiaries and joint ventures adapt localization practices with their modifying home host technique with the local business environment. The findings recommend that managers in the US and Japanese subsidiaries and joint ventures in Bangladesh are more strongly influenced by its host country’s national culture (as an adoptive host country national and corporate culture). Finally, it can be stated that foreign subsidiaries and joint ventures are trying to achieve the location advantage to create a particular type of HRM practices, with a combined and confined HRM practice that can fit for better organizational performance.

Keywords

• HRM practices
• organizational performance
• Japanese and US subsidiaries and joint ventures