The case studies for three Japanese automotive companies, that is, Companies O, I, and A, show us that the globalization of HR have been evolving quickly, and therefore the balancing and gaining consistency between global and local HR system have become bigger issues. It becomes clear here that the direction for giving bigger power to regional headquarters.
The empirical study was conducted in Japanese, Mexican and other foreign multinational companies operating mainly in the automotive industry and employing mostly Mexican nationals. HRM outcomes are linked to both desired and undesired behavioral outcomes and finally to the employee’s job performance. Our framework contributes to not only the academic circle but also the practical understanding of the perception of local workers for foreign HR practices.