Over time, groups and civilizations have evolved differently; what can be seen as a perfectly normal conduct in one country for example is not necessarily the same in a country at the other side of the globe or even in for its neighbouring country. This is more visible today with globalization and internationalization increasingly bringing firms and groups from different cultures into contact with each other. It is now possible to start a company in your home country whilst at the same time opening a production facility at the other side of the globe where they have a totally different approach in regards to work culture. This means that in order to be successful, international businesses have to be aware of the culture and national differences, in particular in Human Resource Management (HRM), and take them into account during their decision process.
In order to analyze these differences in HRM practices, a step by step approach will be taken in this study. First of all, it is relevant to analyse the differences in HRM in different countries, their characteristics and critique any link there may be between a countries culture and its national HRM strategies. By doing so this research will enable us to: make a more in depth study of these practices, explain how cultural differences influence the development of HRM in firms and analyse if these strategies are converging or diverging to a common global approach.
[...] Debate and critique the relative importance of cultural differences and national business systems on the development of HRM. What are the implications of your conclusions for convergence and divergence? Use examples of HRM across the globe to illustrate your answers Introduction Over time, groups and civilizations have evolved differently; what can be seen as a perfectly normal conduct in one country for example is not necessarily the same in a country at the other side of the globe or even in for its neighbouring country. [...]
[...] These influence the way management processes and national business systems are put into place and evolve. In China, the role of trade unions has improved marginally, in particular since the revision of the Trade Union Law in 2001; this allows them to have more involvement in collective agreements and the enterprise-level decision-making process (Ying Zhu, Malcolm Warner. 2005). Furthermore, US companies based in foreign companies for example not only have to respect the countries regulations but also have their own set of national standards to follow. [...]
[...] The International Journal of Human Resource Management Volume 8, Issue 5, pp 614-628. Books - Beardwell, J. and Claydon, T. (2007) Human Resource Management: A Contemporary Approach, Harlow, Pearson Education. - Bercusson, B. (2005). European Labour Law, 2nd Edition, Cambridge University Press. - Brewster, C., Mayrhofer, W. and Morley, M. (2004) Human Resource Management in Europe: Evidence of Convergence Elsevier. - Clyde Brooklyn Derr. Cross-cultural approaches to leadership development. - G. Hofstede. (1980). Culture's Consequences: International Differences in Work-related Values. [...]
[...] National differences in incentive compensation practices: The differing roles of financial performance measurement in the United States and the Netherlands. Accounting, Organizations and Society. Volume 34, Issue 1, January, pp. 58–84. - Ferner, A. (1997). Country of origin effects and HRM in multinational companies. Human Resource Management Journal. Volume 7, Issue 1, pp 19- 37. - Geringer, J. A, Colette. Milliman, F. (2002). In search of “Best practices” in international human resource management. Human Resource Management Volume 41, Issue 1. [...]
[...] Large countries like the US are so vast and populated that the cultural differences in California's Silicon Valley and farmlands in Texas may be more important than those of two neighbouring European countries. The sheer complexity of culture makes it over simplistic to characterise a country four or five cultural dimensions. The Hispanic population living in the US may also have a culture much closer to the one that exists in Mexico than the corporate Wall Street culture. Effort has been put into updating and improving the way these different studies were conducted and the GLOBE (Global Leadership and Organisational Behaviour Effectiveness) project that began in the 2000's has been working on these limits. [...]
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