By Kevin Ibeh, Sheena Davies
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Extra resources for Contemporary Challenges to International Business (Academy of International Business)
031). 1 illustrates the differences between the different nationality clusters with regard to the means of chosen category numbers. 72). 2. Again, the distribution of counts across categories was significantly different for each nationality. EU/US participants had a greater skew towards the category of 0 to 3 years of tenure, with overall 53 responses in this category compared to 37 for Japanese/ Korean and 30 in overseas Chinese firms. 10. highest count in the middle category (4–5 years), whilst overseas Chinese had the greatest count in the higher category of 6–10 years, representing 33 responses compared to only 17 from the Western and 26 in the Japanese/Korean firms.
It may strengthen employees’ psychological contracts and attachment to the firm and thereby enhance their tenure. Firms with such a culture are likely to use a set of interrelated HR practices which focus on long-term employee development and retention, that is, a long-term oriented HR system. This speculation is supported by our finding that the HR practices that were associated with retention were also related to each other. The relationships between long-term contracts, contributions to pension funds and attitudes towards pension funds followed a clear pattern, approaching linearity.
The Challenge of Managing Employee Tenure 21 The paper is based empirically on a postal questionnaire survey conducted during 2006 with 316 Chinese-foreign JVs, where questions related to the period 1998–2005; 1998 was the year foreign ownership of shares in JVs was freed from State controls. We limited the sample to high-tech industries in order to control the impact of industrial affiliation on HR practices and employee tenure across the three types of foreign JVs. Three cities, Beijing, Tianjin and Qingdao, were surveyed because of their domination of the foreign JV sector in China.