Whither 'training and development' in Vietnam?: learning from United States and Japanese MNCs' practice
Whither 'training and development' in Vietnam?: learning from United States and Japanese MNCs' practice
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越南“培训与发展”何去何从：学习美国和日本跨国公司的实践
DOI：
10.1111/j.1744-7941.2012.00058.x
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发表时间：
2013
影响因子：
3.2
通讯作者：
M. Warner
中科院分区：
文献类型：
--
作者：
Anne Cox;M. Warner
本文以培训和发展（T&D）政策和实践为重点，探讨跨国公司（MNCs）如何在发展中国家的子公司中本地化其人力资源。它使用定性研究方法来检查在越南汽车和快速消费品（FMCG）行业经营的三家美国和三家日本跨国公司。本文认为，母国效应和东道国效应都是跨国公司技术与发展政策和实践转移的重要因素。在美国和日本跨国公司转移和实施正式和集中控制的培训计划的严格尝试中，明显的母国效应是显而易见的。东道国效应表现在制度环境的不稳定、雇主群体之间的弱联系以及鼓励雇主和雇员机会主义的支离破碎的谈判做法，特别是“挖角”和“跳槽”。这导致跨国公司在投资研发方面犹豫不决，缺乏岗位轮换，而且日本公司倾向于培训“专家”而不是“通才”。本文还讨论了在高技能劳动力市场非常紧张的情况下，外资企业和本土企业的相互作用，导致人力资源开发（HRD）的“人才流失”现象。
This paper focuses on training and development (T&D) policies and practices to explore how multinational companies (MNCs) localise their human resources within their subsidiaries in a developing country. It uses qualitative research methods to examine three US and three Japanese MNCs operating in the automotive and fast-moving consumer goods (FMCG) industry in Vietnam. The paper identifies both home- and host-country effects as significant factors in the transfer of MNCs' T&D policies and practices. Clear home-country effects are evident in rigorous attempts of both US and Japanese MNCs to transfer and implement formalised and centrally controlled training programs. Host-country effects manifest themselves in the instability of the institutional environment, weak associations among employers’ groups, and fragmented bargaining practices that encourage employer and employee opportunism, particularly ‘poaching’ and ‘job-hopping’. These lead to MNCs' hesitation to invest in T&D, and the lack of job rotation and a tendency to train ‘specialists’ rather than ‘generalists’ in the Japanese firms. The paper also discusses the interaction of foreign owned and indigenous firms in a very tight labour market at the highly skilled end that results in a ‘brain drain’ phenomenon on human resource development (HRD).