The challenges of replicating human resource (HR) practices in a global environment: A qualitative study of HR leaders in a manufacturing company

Human resource (HR) leaders of multi-national companies (MNCs) face challenges to replicate HR processes and systems that can be detrimental to the MNC's viability. Commonly, geographic and cultural differences cause the greatest challenges to replicating HR processes and systems in a global environment. The leaders of MNCs need to understand the replication challenges for three areas: formal mechanisms, informal mechanisms, and the interaction between the two. The purpose of this study is to investigate the challenges that HR leaders of MNCs encounter when attempting to replicate informal and formal HR mechanisms in a global work environment. The theoretical perspective providing a conceptual framework for this research is Frederick Herzberg's two-factor theory, also known as the motivation-hygiene theory. The two-factor theory identified factors related to individual motivation and satisfaction, which parallel the areas of informal and formal indicators. The primary research question for the study addresses HR leaders' perception of the challenges associated with replicating HR processes in the global environment. A non-random sampling scheme known as purposeful sampling was used to recruit participants for the study. The sample for this study consisted of 14 participants who were full-time HR leaders at Manufacturing MNC. The study will include use of a qualitative research method: specifically, a case study of HR leaders working in an MNC. The data will be collected through interviews with each research participant. Data were analyzed using Glaser and Strauss' constant comparison method. Themes from constant comparison emerged through inductive analysis or deductive analysis. The conducted research study supported existing research that identified culture as the primary challenge to replicating HR mechanisms experienced by HR professionals who support MNCs. The study proved to support the known cultural challenges of replicating both formal and informal mechanisms in a global environment, but also brought to light the continued need to understand the implementation challenges resulting from diverse legal/regulator concerns.