Introduction:

This article evaluate the possibility of transferring four HRM practices; pay for
performance (P4P), multi-source feedback, involvement and empowerment , self-
managed work teams. In addition, it examines varriying degress of promoting factors
and hidering factors and ways to overcome into the Vietnam context.

1) Pay for Performance (P4P):

General set of practices to increase job performance. There are various way such as,
piecework , staffs are rewarded on the amount of products they produce, and
commissions, bonuses, profit-sharing or gain sharing.

2) Multi-Source Feedback :

To solicit feedback from employees. When feedback is anonymous and data are pooled
and averaged people are more willing as they not identifiable

3) Employee Involvement / Empowerment :

Employee involvement brings;

a. Decisions are more readily accepted

b. Divers input often leads to better decision
c. More trust among staffs
d. Labour productivity

4) Self-Managed Work Teams :

Extension of empowerment into team territory (Rowley, 2003). Employees are

organized into groups appointed with authority, resources and information to manage
directly themselves toward common goals (Elmuti, 1997).

Conclusion:

Transferring those HRM practices in healthy way, we should know the standard national
cultural dimensions of the country. If we do not have such valuable information, we
should consider social norms, beliefs or even common proverbs.

For the successfulll HRM practices transfer hindering and promoting factors should be
taken into account.

The level of fit between the cultural dimensions and assumptions of behind practices
could bring an effective transfer.

 For Example; Pay for Performance can be successful application, if the

level of individualism is high and people attempt to gain benefit for themselves.