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The motivation for adopting HPWPs includes the need for efficiency, productivity, and high quality goods and services but these are tempered by contextual factors present in the host country. Cross-vergence provides an integrative alternative to the convergence/divergence debate and accommodates diversity, at both country level and within-country level. Cross-vergence also implies reverse diffusion.

1.9.9 Discussion

Additional factors that would influence the expansion and formation of MNC'S HR strategies are institutional and cognitive factors. Institutional factors include regulatory factors in the home country that would impact on the translation of corporate HR strategy by an affiliate in a host country, (Wright et al, 2005). Wright et al (2005) points out that a country's institutional framework and its cognitive sets impede or enhance the application of HR practices such as performance appraisals. Ferner et al, (2005) in a study of 249 US affiliates of foreign-based MNC's found that in general, affiliate HRM practices closely resemble practices of local (US) firms. Where differences do exist, these are influenced by method of founding, dependence on local inputs, the presence of expatriates and the extent of communication with the parent. These findings were further elabourated by Combs et al (2006) who found that the affiliate's dependence on host institutions would be reduced when a subsidiary (or affiliate) is highly dependent on the parent to provide crucial resources and when the parent was likely to exert influence through formal coordination mechanisms.

2. Practices

2.1 Approaches to Domestic Environment

According to Collings et al (2007), in the context of HR and global expansion, one influential category of factors that has been highlighted from previous research when is the issue of the domestic environment, often referred to as the “host country” effect, with attention being paid to the influence of such variables as local culture, and legal, social, economic, and political systems (Perkins et al, 2006). Researchers additionally suggest that the greater the cultural distance between the home and the host country, the harder it will be for the multinational to transfer home country philosophies and practices (Ferner et al, 2005). That is, while the multinationals are pursuing global expansion and integration, they are forced to be responsive to the demands in each area in the countries and regions within which they operate (Guest, 2003).

With this in mind, it is therefore imperative for UK MNC's to put in place HRM practices that are consistent with national development plans of their intending host countries, (Tregakis et al, 2005). In several European countries, particularly Germany and Austria, workforce representation in the company, legal rights of consultation and co-management in specific areas are of prime importance. Conversely, in Britain there is no obligation to recognise unions or establish structures of employee representation with the result that MNCs from more regulated ec本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。