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Jha, N., Pereira, R. & Misra, S. (2022). Achieving organizational effectiveness of MNCs through people: Evidence from India and Mozambique. Industrial and Commercial Training. 54 (2), 357-376

N. Jha et al.,  "Achieving organizational effectiveness of MNCs through people: Evidence from India and Mozambique", in Industrial and Commercial Training, vol. 54, no. 2, pp. 357-376, 2022

@article{jha2022_1714652719816,
	author = "Jha, N. and Pereira, R. and Misra, S.",
	title = "Achieving organizational effectiveness of MNCs through people: Evidence from India and Mozambique",
	journal = "Industrial and Commercial Training",
	year = "2022",
	volume = "54",
	number = "2",
	doi = "10.1108/ICT-03-2021-0016",
	pages = "357-376",
	url = "https://www.emerald.com/insight/publication/issn/0019-7858"
}

TY  - JOUR
TI  - Achieving organizational effectiveness of MNCs through people: Evidence from India and Mozambique
T2  - Industrial and Commercial Training
VL  - 54
IS  - 2
AU  - Jha, N.
AU  - Pereira, R.
AU  - Misra, S.
PY  - 2022
SP  - 357-376
SN  - 0019-7858
DO  - 10.1108/ICT-03-2021-0016
UR  - https://www.emerald.com/insight/publication/issn/0019-7858
AB  - Purpose – The purpose of this study is to provide human resource (HR) practitioners of multinational
companies aspiring to invest in these two countries with guidelines for attaining organizational
effectiveness through people.
Design/methodology/approach – This study develops and tests a multiple criteria decision-making
model with data collected in the banking sectors of India and Mozambique. It compares the job
engagement, team building and innovation strategy preferences of Indian personnel with those of
Mozambican employees.
Findings – The findings of the study reveal the differences in the perceptions of the respondents of both
countries regarding the importance of the strategies for organizational effectiveness.
Research limitations/implications – Despite several contributions, the study has certain limitations too.
Although utmost care was taken to avoid the issue of common method variance, the cross-sectional selfreported design of the study might be adversely affected by common method bias (MacKenzie and
Podsakoff, 2012). Hence, future research might be conducted using different designs, such as diary
studies or longitudinal studies. Future research might also be conducted making use of organizational
productivity case studies to demonstrate the practicability of customizing the HR strategies using the
multi-attribute decision-making approach.
Practical implications – This body of work is an addition to the existing literature on cross-national
studies in the field of HR management (HRM) and adds to the limited literature on HRM in the least
developed countries. The study is designed to provide guidelines for the HR practitioners of multinational companies in these two countries to help them achieve enhanced organizational effectiveness.
This should be of particular interest to the HR managers of the Indian companies aspiring to invest in
Mozambique.
Originality/value – Research in the area of HRM is mainly limited to the developed and developing
nations, with very few studies centering on emerging economies. While most cross-national studies on
organizational effectiveness are also largely focused on developed and developing nations, this study is
unusual, in that its focus is on a fast-developing nation (India) and an emerging economy (Mozambique).
ER  -