By Kevin Ibeh, Sheena Davies (eds.)
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JVs that employed more expatriates did not necessarily employ fewer local employees. This was most apparent in Chinese-Western JVs, which counted high numbers of both expatriates and local managers. Therefore, the percentage off expatriates in total employees may not always reflect a lack of career chances for Chinese employees. Conversely, the number of local managers would not depend on the degree to which higher positions are filled with foreign staff. Western companies in our sample appeared to be building a local workforce and at the same time maintaining a high level of control through the expatriates.
177). We subsequently used analysis of covariance (ANCOVA) to assess the relationship between nationality and tenure after controlling for firm age and growth. 4; Sig. 3; Sig. 014). These results are consistent with H1. Nationality, HR practices and tenure (H2, H3) There were mixed results regarding both H2 and H3. Both hypotheses were only partly confirmed. 77; Sig. 10. . . Interrelation. Type of bonus 24 Contemporary Challenges to International Business Mean: What is your average employee’s tenure with the firm?
10 years) were small for all nationalities, with Japanese/Korean firms accounting for the highest. We controlled for two potential intervening variables, age of the company and recent growth. The assumption was that higher tenure could be positively associated with older firms or those with recent employment growth. The age variable on its own was significantly related to tenure (ANOVA: dff 5 5; F 5 24; Sig. 9; dff 5 6; Symp. Sig. 177). We subsequently used analysis of covariance (ANCOVA) to assess the relationship between nationality and tenure after controlling for firm age and growth.