The transfer of human resource practices: The case of Turkish multinational companies

The transfer of human resources practices has become an attractive interest area in recent years. The factors that are effective in the transfer of human resources applications, transfer process, the result of the transfer, human resources practices applied in the subsidiaries are the research subjects of the transfer process of human resources applications. This thesis examines which of the parent company's human resources practices are transferred to subsidiaries and the transfer process. It also aims to reveal the effects of ownership structure and context in the transfer process. In this context, as a result of semi-structured interviews with human resources managers, recruiters and some senior executives regarding the transfer of human resources practices in the main centers of eight Turkish multinational companies; human resources applications transferred from the main center, the content of these practices in the main center and the subsidiary, who is the decision maker for the transfer and the difference, the reasons for the content differentiation and the standard or local transfer of the applications have been obtained. The results of the research; Turkish multinational companies possess all the authority, and do not want to share control and authority. It is seen that Turkish multinational companies want to establish a standard human resources application system in their subsidiaries, but in most cases localization is needed at least for reasons such as labor profile, laws and regulations of the participating country and culture. The most differentiating human resources practices are; performance evaluation, traning and rewarding. The most transferred human resources applications from the headquarters of Turkish multinational companies to their subsidiary companies are recruitment, performance management, training and rewarding. Ownership structure plays a role in the transfer of human resources practices. The context also leads to differences in the implementation of transferred human resources practices in subsidiaries.