National Culture and Transfer of HRM Practices in Multinational Corporations (MNCs)

Abstract

This paper provides a review on the role of national culture in transferring the Human Resource Management (HRM) practices of the headqua rters of a Multinational Corporation (MNC) to its subsidiaries in other parts of the world. This challenging concern over tra nsfer of HRM practices has created a huge development and a series of novel insights in the field of International Human Resource M anagement (IHRM).