Human Resource Practices within Multinational subsidiaries operating in Egypt: managerial experiences during times of change

The current research was conducted to understand how HR managers at MNC subsidiaries in Egypt approach integration and local context as well as the experience of line managers implementing HR practices. Multinational Corporations (MNCs) are seen as important actors in the transfer of management know how, including HR practices, especially in developing countries such as Egypt. Line managers increasingly play an important role as „transfer agents‟, the research hopes to show a more complex understanding of the „reality‟ facing managers in implementing the HR practices of diversity, employee relations, performance and rewards within the current situation in Egypt. The current research considers institutionalism as an important approach to transfer, where Kostova (1999) Model of Success of the transactional transfer of organisational practices guides the understanding of why certain practices are implemented but not necessarily internalised by subsidiary managers. There is no aim for generalisation of findings but the adoption of the HR practices of diversity, employee relations, performance and rewards in MNCs case subsidiaries operating in Egypt has shown managers are active agents and the degree of compliance varies based on the particular practice. Through the use of case study research, both qualitative and documentary evidence are employed to gain context rich data for a new understanding to how certain HR practices are implemented and internalised.