This document summarizes a study that compares personnel selection practices across ten countries. The study finds both convergence and divergence in selection practices internationally. While current selection criteria are still driven by cultural values in each country, organizations seem to be converging on common recruitment methods. The study used a standardized survey called the Best International Human Resource Management Practices Survey to examine the prevalence of different selection criteria in different nations. The survey assessed both technical skills like work experience and ability, and social skills like interpersonal skills. The findings provide insight into the balance between globalization and localization of human resource management practices internationally.
Research Study: Age Bias Hiring and The Effectiveness of Providing Prevailing...Eveline Brownstein
Abstract:
Prevailing research shows there are stereotypes associated with age that contribute to hiring bias in favor of younger workers, and that there is little management discourse addressing the imbalance. Additional research suggests that younger managers might avoid hiring older workers because they do not know how to manage them. This research study sought to determine if providing hiring managers aged 29 through 49 with research-based information that challenges some prevailing older worker stereotypes is helpful in reducing age-biased hiring decisions. People responsible for making hiring decisions were randomly assigned to a control and an experimental group and asked to make a hypothetical hiring decision with, or without, equity norming statements. The presence of equity norming statements appeared to lead to a hiring bias in favor of the younger candidate, not seen when the equity norming statements were not present. Equity norming statements may have contributed to bias, rather than improved bias.
Organizational Behavior - Journal of Management Policy and PracticeSelaiman Noori
The need for international experiences has never been greater, but what is the acceptance and
participation on a regional level? This purpose of this paper is to consider the interest level of students at
a Midwest university compared to national trends and the factors that contributes to or subtracts from the
students’ level of participation.
A study of human process research practices employed by the construction orga...Alexander Decker
This document summarizes a study on human process research practices employed by construction organizations in India. The study collected data through a survey of 100 professionals and analyzed the results. The key findings were:
1) Only 41% of organizations were meeting expectations for implementing human process research practices like conducting surveys to understand processes, systems, and challenges.
2) There was no significant difference found between the practices employed by small, medium, and large sized organizations.
3) There was also no significant relationship found between the scores of practices employed and the size of the organizations.
4) Overall, there is significant scope for improvement in these practices across all organization sizes to help diagnose issues and improve HRD functions. Regular
Perception of Organizational Power in Textile Industryinventionjournals
Power is the ability to influence others. One of the most influential theories of power comes from the work of French and Raven, who attempted to determine the sources of power leaders use to influence others. French and Raven identified five sources of power that can be grouped into two categories: organizational power (legitimate, reward, coercive) and personal power (expert, referent and information). Organizations require a control system and use power to reach their goals. In the organizations, relationships between administrators and employees are so critical aspect. Employees’ perception of organizational power play a crucial role to reach organizational goals. There are studies on organizational power although the number of the studies is low. The aim of this research is to evaluate the perception of organizational power of the textile employees. Data were gathered from 171 employees who are working at textile companies in Denizli. SPSS was used for the data analysis.
This document provides an introduction and literature review for a study on employee performance appraisal in selected IT companies in Bangalore, India. The study aims to understand performance appraisal concepts and impacts, examine self-appraisals, identify training needs, and suggest best practices. A literature review found no prior research on this topic. The study will survey 100 employees using random sampling to assess performance appraisal strategies and opportunities in human resource management. Data will be collected through interviews, surveys, and secondary sources, then analyzed using percentages. Limitations include its academic scope and applicable scenario.
The motivation to undertake this research was built against the background of changes experienced within the FMOH between 2015 and 2017. During this time, the leadership of the Federal Ministry of Health was able to transform the potential of the department of medical supplies into reality by building new infrastructure and creating an enabling work environment through the effective leadership and vision of the new Minister of Health in Sudan (Mustafa, 2017). It is no longer a cliché to note that effective leadership is a problem in Africa with such narratives as mediocre, poor and catastrophic used to appraise the performance of leaders particularly in political and other public service positions (Rotberg, 2004). However, whilst this negative characterization remains dominant, and rightfully so, there are glimpses of effective leadership in some places.
Empirical investigation of factors influencing faculty followership’sMohammed Musah
This document describes a study that aimed to test the psychometric properties of the Romance of Leadership Scale (RLS) and investigate factors influencing faculty followership's perception of institutional leaders in Malaysian institutions of higher learning. An online survey using the 32-item RLS was distributed to faculty members at 16 public universities. The study hypothesized that the RLS would demonstrate valid and reliable three-factor structure in the Malaysian context. Demographic information and RLS responses were collected from 434 faculty members. Preliminary analyses of the data were conducted to examine the sample characteristics and properties of the RLS.
1) The document examines culturally-linked leadership styles between middle managers in Malaysia and Australia. It administered a leadership questionnaire to managers in both countries and found differences influenced by cultural factors.
2) In Malaysia, which has high power distance, managers preferred a transactional leadership style that is directive and sets clear expectations. This fits with collectivist cultures where harmony and relationships are valued over direct debate.
3) In Australia, which is more individualistic, managers favored a transformational style that is participative and empowering. This aligns with individualistic cultures valuing autonomy and personal goals over group obligations.
Research Study: Age Bias Hiring and The Effectiveness of Providing Prevailing...Eveline Brownstein
Abstract:
Prevailing research shows there are stereotypes associated with age that contribute to hiring bias in favor of younger workers, and that there is little management discourse addressing the imbalance. Additional research suggests that younger managers might avoid hiring older workers because they do not know how to manage them. This research study sought to determine if providing hiring managers aged 29 through 49 with research-based information that challenges some prevailing older worker stereotypes is helpful in reducing age-biased hiring decisions. People responsible for making hiring decisions were randomly assigned to a control and an experimental group and asked to make a hypothetical hiring decision with, or without, equity norming statements. The presence of equity norming statements appeared to lead to a hiring bias in favor of the younger candidate, not seen when the equity norming statements were not present. Equity norming statements may have contributed to bias, rather than improved bias.
Organizational Behavior - Journal of Management Policy and PracticeSelaiman Noori
The need for international experiences has never been greater, but what is the acceptance and
participation on a regional level? This purpose of this paper is to consider the interest level of students at
a Midwest university compared to national trends and the factors that contributes to or subtracts from the
students’ level of participation.
A study of human process research practices employed by the construction orga...Alexander Decker
This document summarizes a study on human process research practices employed by construction organizations in India. The study collected data through a survey of 100 professionals and analyzed the results. The key findings were:
1) Only 41% of organizations were meeting expectations for implementing human process research practices like conducting surveys to understand processes, systems, and challenges.
2) There was no significant difference found between the practices employed by small, medium, and large sized organizations.
3) There was also no significant relationship found between the scores of practices employed and the size of the organizations.
4) Overall, there is significant scope for improvement in these practices across all organization sizes to help diagnose issues and improve HRD functions. Regular
Perception of Organizational Power in Textile Industryinventionjournals
Power is the ability to influence others. One of the most influential theories of power comes from the work of French and Raven, who attempted to determine the sources of power leaders use to influence others. French and Raven identified five sources of power that can be grouped into two categories: organizational power (legitimate, reward, coercive) and personal power (expert, referent and information). Organizations require a control system and use power to reach their goals. In the organizations, relationships between administrators and employees are so critical aspect. Employees’ perception of organizational power play a crucial role to reach organizational goals. There are studies on organizational power although the number of the studies is low. The aim of this research is to evaluate the perception of organizational power of the textile employees. Data were gathered from 171 employees who are working at textile companies in Denizli. SPSS was used for the data analysis.
This document provides an introduction and literature review for a study on employee performance appraisal in selected IT companies in Bangalore, India. The study aims to understand performance appraisal concepts and impacts, examine self-appraisals, identify training needs, and suggest best practices. A literature review found no prior research on this topic. The study will survey 100 employees using random sampling to assess performance appraisal strategies and opportunities in human resource management. Data will be collected through interviews, surveys, and secondary sources, then analyzed using percentages. Limitations include its academic scope and applicable scenario.
The motivation to undertake this research was built against the background of changes experienced within the FMOH between 2015 and 2017. During this time, the leadership of the Federal Ministry of Health was able to transform the potential of the department of medical supplies into reality by building new infrastructure and creating an enabling work environment through the effective leadership and vision of the new Minister of Health in Sudan (Mustafa, 2017). It is no longer a cliché to note that effective leadership is a problem in Africa with such narratives as mediocre, poor and catastrophic used to appraise the performance of leaders particularly in political and other public service positions (Rotberg, 2004). However, whilst this negative characterization remains dominant, and rightfully so, there are glimpses of effective leadership in some places.
Empirical investigation of factors influencing faculty followership’sMohammed Musah
This document describes a study that aimed to test the psychometric properties of the Romance of Leadership Scale (RLS) and investigate factors influencing faculty followership's perception of institutional leaders in Malaysian institutions of higher learning. An online survey using the 32-item RLS was distributed to faculty members at 16 public universities. The study hypothesized that the RLS would demonstrate valid and reliable three-factor structure in the Malaysian context. Demographic information and RLS responses were collected from 434 faculty members. Preliminary analyses of the data were conducted to examine the sample characteristics and properties of the RLS.
1) The document examines culturally-linked leadership styles between middle managers in Malaysia and Australia. It administered a leadership questionnaire to managers in both countries and found differences influenced by cultural factors.
2) In Malaysia, which has high power distance, managers preferred a transactional leadership style that is directive and sets clear expectations. This fits with collectivist cultures where harmony and relationships are valued over direct debate.
3) In Australia, which is more individualistic, managers favored a transformational style that is participative and empowering. This aligns with individualistic cultures valuing autonomy and personal goals over group obligations.
Approach and Methodologies Guide, December 14, 2015Megan Norton
The document provides a summary of the research methodology and findings of an intercultural leadership development practicum team from the School of International Service at American University. The team conducted a literature review and analysis of existing leadership theories and frameworks to determine core competencies developed through intercultural leadership programs. They analyzed case studies of corporate volunteer programs to identify competencies gained and applied them to personal and organizational outcomes. The document details the research approach, key frameworks examined, and recommendations for longitudinally measuring competency development in PYXERA Global's pro bono programs through surveys, case studies, and quasi-experimental methods.
Implicit Leadership Perception at Context of; Intergovernmental and Nongovern...inventionjournals
Main focus of this study is exploring the Intergovernmental and Nongovernmental Organizations’ employees leadership perceptions based on differences of their cultural, national, educational, experience. The reason of studying in this sector; contains variety of cultural background and international experienced staff .Research has been done Gaziantep in Turkey because many UN agencies and NGO’s are operating in Gaziantep based on current situation in Syria armed conflict. Also this kind of organizations are specialized for emergency situations, development strategies and humanitarian aid at worldwide so we have to take in to account how hard it is managing these issues globally. We found some evidence that affecting leadership perceptions which are related participant experience, foreign language and education level and details are provided on discussion section. The question of research is expectations of leadership by multinational organizations employees. We haven’t seen any direct study related for both Intergovernmental and Nongovernmental organizations employees’ perceptions of implicit leadership, for this reason our study may provide contribution to literature.
This document provides a list of 13 resources related to recruiting, retaining, and developing a 21st century workforce for the corrections field. The resources include reports, articles, and proceedings that discuss issues like managing a multigenerational workforce, improving compensation and benefits, developing partnerships with higher education, and establishing accountability measures for staff performance. Many of the resources were produced by organizations like the American Correctional Association, Vera Institute of Justice, National Institute of Corrections, and Criminal Justice Institute to help correctional agencies address the challenges of workforce development.
Employees’ attitudes and efficiency of human resourceAlexander Decker
This document discusses a study examining the relationship between employee attitudes and the efficiency of human resource management (HRM) practices in Nigeria. The study surveyed 1,940 employees across several food and beverage companies in Nigeria. The results indicated that employee attitudes like commitment, trust, employment relations, well-being, absence, and self-motivation were significantly related to the efficiency of HRM practices. Specifically, higher levels of these positive employee attitudes were linked to greater efficiency in how companies implemented practices like recruitment, training, performance evaluation, and compensation. The findings suggest HRM practices work best when they help foster beneficial attitudes among employees.
This document summarizes two studies that provide preliminary evidence for the existence of a new factor of cognitive ability termed "process-analytic". This potential new factor relates to the ability to construct symbolic processes, identify decision points, and locate and correct errors within a process. The studies analyzed data from 6000 candidates undergoing psychological assessments for job selection and found evidence supporting this process-analytic factor in addition to traditional verbal-logical and quantitative-performance factors. Further research is needed to establish this potential new direction for understanding the structure of cognitive abilities.
The document describes the process for conducting a content analysis and developing taxonomies from academic articles. It involves identifying topics and keywords, searching relevant databases and journals with limits, downloading abstracts, analyzing content, identifying themes, and consolidating the analysis into a taxonomy or classification system. An example taxonomy is provided that categorizes 295 analyzed articles based on various themes, such as unit of analysis, area of study, theories used, methodology, and origin of study. The purpose is to systematically classify and organize knowledge within a research domain.
Management information system design on human resource management of kampala ...Alexander Decker
The document discusses a study that designed, developed, and evaluated the effectiveness of the human resource management system at Kampala International University (KIU) in Uganda. The study assessed the existing HR management system in terms of usability and applicability. It found the existing system was poor. The study then designed a new HR management information system using object-oriented analysis and design. After implementing the new system, the study found it was rated as satisfactory, showing significant improvement over the existing system. The study recommends KIU adopt the new system to allow for more effective centralized management of employee records.
This document presents a new framework for assessing organizational capacity in small nonprofits. It begins with an overview of existing literature on defining and measuring organizational capacity. It then profiles the unique challenges of small nonprofits. The framework aims to assess capacity in a way that reflects the integration of capacity attributes and capacity building processes. It was developed with and for small grassroots nonprofits.
Hr human resource competencies an empirical study on the hrMarcus Vannini
This document summarizes a study examining the vital competencies of Human Resource (HR) professionals in the manufacturing sector in Malaysia. The study used a competency survey model to examine competencies in business knowledge, strategic contribution, HR delivery, personal credibility, and HR technology. A sample of 32 HR professionals from Malaysian manufacturing companies were surveyed. The analysis found that personal credibility and HR delivery competencies like personal communication, legal compliance, relationship building, and performance management were most highly ranked. Competencies in strategic contribution, business knowledge, and HR technology also showed significant correlation with firm performance.
Literature review on youth leadership samplecocolatto
This document summarizes literature on facilitating professional leadership development in youth organizations, using Victoria University's Students Association (VUWSA) as a case study. It explores how professional leadership development concepts from workplace settings can be adapted for youth organizations. While leadership is often learned through experience, youth organizations face challenges in providing long-term leadership opportunities due to short leadership cycles. The document argues professional leadership development is possible in youth organizations and recommends VUWSA focus on staff leadership skills rather than just technical skills.
The document summarizes research conducted on student perceptions of the Faculty of Commerce, Administration and Law at the University of Zululand. Key findings from a 2011 student survey are presented in a table showing responses to 24 questions. Most students responded favorably, agreeing that the quality of teaching is good, they are getting value for money, and staff are helpful. However, some issues were identified regarding availability of computers and quality of libraries. The research will help the Law Review Committee understand student views as they work to transform the law program in line with the university's goals of student-centeredness and becoming a university of choice.
This document discusses quality management in education. It provides an overview of quality management forms, tools, and strategies that can be used for quality management in education. It also lists additional free resources on quality management including ebooks, forms, templates, quality indicators, job descriptions, and interview questions. The document then discusses several quality management tools that can be used in education including check sheets, control charts, Pareto charts, scatter plots, Ishikawa diagrams, histograms, and other related quality management topics.
The document summarizes a study that explored the current practices of personality assessment (PA) and feedback among executive coaches. It found:
1) Executive coaches commonly use global personality instruments like the Big Five but less often use projective tests or clinical measures. PA is used more at the start of coaching than later.
2) Coaches reported collaborating with clients to select assessments, analyze and interpret results, and provide feedback - aligned with collaborative/therapeutic assessment (C/TA) practices.
3) Qualitative findings showed coaches emphasize building self-awareness and exploring PA data contextually and collaboratively, resembling C/TA. Overall current practices were consistent with a collaborative coaching assessment paradigm.
This document discusses employee selection and placement processes. It covers the key steps in selection including reviewing candidates, administering tests, reference checks, and making final selection decisions. It also examines measures of selection methods like reliability and validity. A variety of selection methods are compared, including application forms, references, background checks, employment tests, and structured interviews. The document stresses that selection methods must avoid discrimination, accommodate disabilities, relate to job performance, and respect applicant privacy rights.
The document discusses using the Rorschach inkblot test to assess personality for personnel selection in organizations. It reviews trends in comprehensive personality assessment for selection, links between personality and job performance, and reasons for leader derailment. The Rorschach may represent a unique tool for selection by assessing subtle personality traits not captured by traditional self-report measures.
Jurnal Substitutes for Leadership (Rahmad Eka Putra)Eka Rahmad Putra
This document summarizes a research study that analyzed potential differences in substitutes for leadership between academic and non-academic staff at Andalas University in Padang, Indonesia. The study distributed questionnaires to 254 employees, including 161 non-academic staff and 93 academic staff. The results found some differences in leadership substitutes between the two groups, with academic staff influenced by 2 factors and non-academic staff influenced by 5 factors. The study aimed to identify if substitutes for leadership exist at the university and what impacts they have when top executives are unable to directly influence subordinates.
Macro Environment and Organisational Structure A Reviewijtsrd
This piece of work theoretically or descriptively considered the impact of the external environment on the structure of organizations. The key variables being organizational structure the dependent variable and the external environment of the organization as the independent variable . Dimensions of organizational structure adopted were centralization, formalization, standardization, specialization and configuration while the measures of external environment applied were level of uncertainty or changeability, intolerance or xenophobia and complexity. The theoretical foundation was hinged on social identity theory and contingency theory. Meaning, types and factors affecting organizational structure were considered alongside environmental factors. It was observed that the external environment has great impact on the organization and is largely responsible for the dynamic nature of the business world. It was therefore recommended that an adequate environmental scanning be carried out to ascertain the stability or otherwise of the environment to be able to know which structural type to adopt at every point in time. Hannah Chika, Anyanwu | Dr. Justin Mgbechi. O. Gabriel "Macro Environment and Organisational Structure: A Review" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-1 , December 2020, URL: https://www.ijtsrd.com/papers/ijtsrd35834.pdf Paper URL : https://www.ijtsrd.com/management/organizational-behaviour/35834/macro-environment-and-organisational-structure-a-review/hannah-chika-anyanwu
This document discusses definitions of global human resource management, cultural values, multinational corporations versus global corporations, expatriate management, global talent management, and labor relations. It also provides an example of FedEx's human resource best practices, which include its people-service-profit philosophy, recruitment and training programs, performance appraisals, and efforts to create an employee-friendly work environment. The conclusion states that globalization requires organizations to be more advanced and willing to take risks to compete at the global level.
Assessment of Neural Network and Goal Programming on Cross Cultural ManagementYogeshIJTSRD
For achieving success in a global arena cross cultural training should be provided to employees to settle down between the global business environment and culture as one of the factors contributing to economic success, revenue generation, surplus booking, goodwill enhancement, market fame and many more. More the revenue, more the profit booking leads to rise company’s goodwill and builds customers faith as well as provides employee satisfaction which motivates employees to be more productive, more efficient, more energetic, more enthusiastic, and never let employees to get stressed from their work.AI ANN and goal programming is being used a method to find something fruitful to mitigate cross cultural issues in an organization. Shefali G | Dr. Rajesh Singh "Assessment of Neural Network and Goal Programming on Cross Cultural Management" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-4 , June 2021, URL: https://www.ijtsrd.compapers/ijtsrd41217.pdf Paper URL: https://www.ijtsrd.comcomputer-science/computer-network/41217/assessment-of-neural-network-and-goal-programming-on-cross-cultural-management/shefali-g
A Recruitment And Selection Process Model The Case Of The Department Of Just...Kristen Flores
The document summarizes a study on the recruitment and selection processes at the Department of Justice and Constitutional Development in South Africa. It provides context on the legal framework and strategic goals governing recruitment. The study found issues with current practices and developed a comprehensive process model to address challenges. The model maps the recruitment and selection processes across strategic, tactical, and operational levels to help ensure effective and compliant hiring.
Approach and Methodologies Guide, December 14, 2015Megan Norton
The document provides a summary of the research methodology and findings of an intercultural leadership development practicum team from the School of International Service at American University. The team conducted a literature review and analysis of existing leadership theories and frameworks to determine core competencies developed through intercultural leadership programs. They analyzed case studies of corporate volunteer programs to identify competencies gained and applied them to personal and organizational outcomes. The document details the research approach, key frameworks examined, and recommendations for longitudinally measuring competency development in PYXERA Global's pro bono programs through surveys, case studies, and quasi-experimental methods.
Implicit Leadership Perception at Context of; Intergovernmental and Nongovern...inventionjournals
Main focus of this study is exploring the Intergovernmental and Nongovernmental Organizations’ employees leadership perceptions based on differences of their cultural, national, educational, experience. The reason of studying in this sector; contains variety of cultural background and international experienced staff .Research has been done Gaziantep in Turkey because many UN agencies and NGO’s are operating in Gaziantep based on current situation in Syria armed conflict. Also this kind of organizations are specialized for emergency situations, development strategies and humanitarian aid at worldwide so we have to take in to account how hard it is managing these issues globally. We found some evidence that affecting leadership perceptions which are related participant experience, foreign language and education level and details are provided on discussion section. The question of research is expectations of leadership by multinational organizations employees. We haven’t seen any direct study related for both Intergovernmental and Nongovernmental organizations employees’ perceptions of implicit leadership, for this reason our study may provide contribution to literature.
This document provides a list of 13 resources related to recruiting, retaining, and developing a 21st century workforce for the corrections field. The resources include reports, articles, and proceedings that discuss issues like managing a multigenerational workforce, improving compensation and benefits, developing partnerships with higher education, and establishing accountability measures for staff performance. Many of the resources were produced by organizations like the American Correctional Association, Vera Institute of Justice, National Institute of Corrections, and Criminal Justice Institute to help correctional agencies address the challenges of workforce development.
Employees’ attitudes and efficiency of human resourceAlexander Decker
This document discusses a study examining the relationship between employee attitudes and the efficiency of human resource management (HRM) practices in Nigeria. The study surveyed 1,940 employees across several food and beverage companies in Nigeria. The results indicated that employee attitudes like commitment, trust, employment relations, well-being, absence, and self-motivation were significantly related to the efficiency of HRM practices. Specifically, higher levels of these positive employee attitudes were linked to greater efficiency in how companies implemented practices like recruitment, training, performance evaluation, and compensation. The findings suggest HRM practices work best when they help foster beneficial attitudes among employees.
This document summarizes two studies that provide preliminary evidence for the existence of a new factor of cognitive ability termed "process-analytic". This potential new factor relates to the ability to construct symbolic processes, identify decision points, and locate and correct errors within a process. The studies analyzed data from 6000 candidates undergoing psychological assessments for job selection and found evidence supporting this process-analytic factor in addition to traditional verbal-logical and quantitative-performance factors. Further research is needed to establish this potential new direction for understanding the structure of cognitive abilities.
The document describes the process for conducting a content analysis and developing taxonomies from academic articles. It involves identifying topics and keywords, searching relevant databases and journals with limits, downloading abstracts, analyzing content, identifying themes, and consolidating the analysis into a taxonomy or classification system. An example taxonomy is provided that categorizes 295 analyzed articles based on various themes, such as unit of analysis, area of study, theories used, methodology, and origin of study. The purpose is to systematically classify and organize knowledge within a research domain.
Management information system design on human resource management of kampala ...Alexander Decker
The document discusses a study that designed, developed, and evaluated the effectiveness of the human resource management system at Kampala International University (KIU) in Uganda. The study assessed the existing HR management system in terms of usability and applicability. It found the existing system was poor. The study then designed a new HR management information system using object-oriented analysis and design. After implementing the new system, the study found it was rated as satisfactory, showing significant improvement over the existing system. The study recommends KIU adopt the new system to allow for more effective centralized management of employee records.
This document presents a new framework for assessing organizational capacity in small nonprofits. It begins with an overview of existing literature on defining and measuring organizational capacity. It then profiles the unique challenges of small nonprofits. The framework aims to assess capacity in a way that reflects the integration of capacity attributes and capacity building processes. It was developed with and for small grassroots nonprofits.
Hr human resource competencies an empirical study on the hrMarcus Vannini
This document summarizes a study examining the vital competencies of Human Resource (HR) professionals in the manufacturing sector in Malaysia. The study used a competency survey model to examine competencies in business knowledge, strategic contribution, HR delivery, personal credibility, and HR technology. A sample of 32 HR professionals from Malaysian manufacturing companies were surveyed. The analysis found that personal credibility and HR delivery competencies like personal communication, legal compliance, relationship building, and performance management were most highly ranked. Competencies in strategic contribution, business knowledge, and HR technology also showed significant correlation with firm performance.
Literature review on youth leadership samplecocolatto
This document summarizes literature on facilitating professional leadership development in youth organizations, using Victoria University's Students Association (VUWSA) as a case study. It explores how professional leadership development concepts from workplace settings can be adapted for youth organizations. While leadership is often learned through experience, youth organizations face challenges in providing long-term leadership opportunities due to short leadership cycles. The document argues professional leadership development is possible in youth organizations and recommends VUWSA focus on staff leadership skills rather than just technical skills.
The document summarizes research conducted on student perceptions of the Faculty of Commerce, Administration and Law at the University of Zululand. Key findings from a 2011 student survey are presented in a table showing responses to 24 questions. Most students responded favorably, agreeing that the quality of teaching is good, they are getting value for money, and staff are helpful. However, some issues were identified regarding availability of computers and quality of libraries. The research will help the Law Review Committee understand student views as they work to transform the law program in line with the university's goals of student-centeredness and becoming a university of choice.
This document discusses quality management in education. It provides an overview of quality management forms, tools, and strategies that can be used for quality management in education. It also lists additional free resources on quality management including ebooks, forms, templates, quality indicators, job descriptions, and interview questions. The document then discusses several quality management tools that can be used in education including check sheets, control charts, Pareto charts, scatter plots, Ishikawa diagrams, histograms, and other related quality management topics.
The document summarizes a study that explored the current practices of personality assessment (PA) and feedback among executive coaches. It found:
1) Executive coaches commonly use global personality instruments like the Big Five but less often use projective tests or clinical measures. PA is used more at the start of coaching than later.
2) Coaches reported collaborating with clients to select assessments, analyze and interpret results, and provide feedback - aligned with collaborative/therapeutic assessment (C/TA) practices.
3) Qualitative findings showed coaches emphasize building self-awareness and exploring PA data contextually and collaboratively, resembling C/TA. Overall current practices were consistent with a collaborative coaching assessment paradigm.
This document discusses employee selection and placement processes. It covers the key steps in selection including reviewing candidates, administering tests, reference checks, and making final selection decisions. It also examines measures of selection methods like reliability and validity. A variety of selection methods are compared, including application forms, references, background checks, employment tests, and structured interviews. The document stresses that selection methods must avoid discrimination, accommodate disabilities, relate to job performance, and respect applicant privacy rights.
The document discusses using the Rorschach inkblot test to assess personality for personnel selection in organizations. It reviews trends in comprehensive personality assessment for selection, links between personality and job performance, and reasons for leader derailment. The Rorschach may represent a unique tool for selection by assessing subtle personality traits not captured by traditional self-report measures.
Jurnal Substitutes for Leadership (Rahmad Eka Putra)Eka Rahmad Putra
This document summarizes a research study that analyzed potential differences in substitutes for leadership between academic and non-academic staff at Andalas University in Padang, Indonesia. The study distributed questionnaires to 254 employees, including 161 non-academic staff and 93 academic staff. The results found some differences in leadership substitutes between the two groups, with academic staff influenced by 2 factors and non-academic staff influenced by 5 factors. The study aimed to identify if substitutes for leadership exist at the university and what impacts they have when top executives are unable to directly influence subordinates.
Macro Environment and Organisational Structure A Reviewijtsrd
This piece of work theoretically or descriptively considered the impact of the external environment on the structure of organizations. The key variables being organizational structure the dependent variable and the external environment of the organization as the independent variable . Dimensions of organizational structure adopted were centralization, formalization, standardization, specialization and configuration while the measures of external environment applied were level of uncertainty or changeability, intolerance or xenophobia and complexity. The theoretical foundation was hinged on social identity theory and contingency theory. Meaning, types and factors affecting organizational structure were considered alongside environmental factors. It was observed that the external environment has great impact on the organization and is largely responsible for the dynamic nature of the business world. It was therefore recommended that an adequate environmental scanning be carried out to ascertain the stability or otherwise of the environment to be able to know which structural type to adopt at every point in time. Hannah Chika, Anyanwu | Dr. Justin Mgbechi. O. Gabriel "Macro Environment and Organisational Structure: A Review" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-1 , December 2020, URL: https://www.ijtsrd.com/papers/ijtsrd35834.pdf Paper URL : https://www.ijtsrd.com/management/organizational-behaviour/35834/macro-environment-and-organisational-structure-a-review/hannah-chika-anyanwu
This document discusses definitions of global human resource management, cultural values, multinational corporations versus global corporations, expatriate management, global talent management, and labor relations. It also provides an example of FedEx's human resource best practices, which include its people-service-profit philosophy, recruitment and training programs, performance appraisals, and efforts to create an employee-friendly work environment. The conclusion states that globalization requires organizations to be more advanced and willing to take risks to compete at the global level.
Assessment of Neural Network and Goal Programming on Cross Cultural ManagementYogeshIJTSRD
For achieving success in a global arena cross cultural training should be provided to employees to settle down between the global business environment and culture as one of the factors contributing to economic success, revenue generation, surplus booking, goodwill enhancement, market fame and many more. More the revenue, more the profit booking leads to rise company’s goodwill and builds customers faith as well as provides employee satisfaction which motivates employees to be more productive, more efficient, more energetic, more enthusiastic, and never let employees to get stressed from their work.AI ANN and goal programming is being used a method to find something fruitful to mitigate cross cultural issues in an organization. Shefali G | Dr. Rajesh Singh "Assessment of Neural Network and Goal Programming on Cross Cultural Management" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-4 , June 2021, URL: https://www.ijtsrd.compapers/ijtsrd41217.pdf Paper URL: https://www.ijtsrd.comcomputer-science/computer-network/41217/assessment-of-neural-network-and-goal-programming-on-cross-cultural-management/shefali-g
A Recruitment And Selection Process Model The Case Of The Department Of Just...Kristen Flores
The document summarizes a study on the recruitment and selection processes at the Department of Justice and Constitutional Development in South Africa. It provides context on the legal framework and strategic goals governing recruitment. The study found issues with current practices and developed a comprehensive process model to address challenges. The model maps the recruitment and selection processes across strategic, tactical, and operational levels to help ensure effective and compliant hiring.
The document discusses several perspectives on defining and implementing talent management strategies. It summarizes four research articles on topics including defining strategic talent management, identifying talent, ensuring alignment between talent and corporate strategies, and attracting talent through diversity management practices. Collings and Mellahi define strategic talent management and the importance of identifying pivotal talent positions. McDonnell discusses linking talent and corporate strategies and identifying talent through competency profiles. Ng and Burke examine how diversity management can improve perceptions of organizational attractiveness, particularly for minority and high-achieving job applicants.
The role of psychology in human resources management by Dr.Mahboob Khan PhdHealthcare consultant
HRM can be considered to be responsibility of all those who manage people as well as a description of persons who are employed as specialists. It is that part of management that involves planning for human resource needs, including recruitment and selection, training and development. It also includes welfare and safety, wage and salary administration, collective bargaining and dealing with most aspects of industrial relations. The integration between the management of human resources and psychology is arguably the prime factor delineating HRM theory and practice from its more traditional personnel management origins. Selection of the personnel has long been recognized as a key activity within HR and this article seeks to explore the extent to which its practice provides evidence of such strategic alignment.
“Probe In Multi-Ethnic Disputes About HR Practices In HRM”iosrjce
“Ethnic diversity adds richness to a society” *Gary Locke*
The real organization of human resource management is organizational culture and its reformation and
management. Ethos is closely related to organizational strategy, structure and intention. It influences staff's
notice of job selection, evaluation training, and reward and so on. In addition to the normal pressures of manmanagement,
managers are now required to deal with challenges, friction and misunderstandings emanating
from cross ethnic differences. Effective management in the modern environment necessitates cross ethnic
competency in order to get the best out of a multiethnic team. With the growing significance of developing
economies in the global business environment, Human Resource Management is facing increased difficulty in
managing cross-border ethnic relationships. This paper of mine analyze the HR must be knowledgeable about
multiethnic factors on both the domestic and global fronts in Human Resource Management As Dr Zareen
Karani Araoz, President and founder of “Managing Across cultures, Karani Lam & Associates, says in
global conference , "For an employee who repeatedly takes a conference call from US at 3 a.m. regularly is a
major problem area, but he finds it difficult to articulate this to his client or his counterpart in the US, due to
fear. In an institutionalized environment, it is easy to learn to be frank, where saying “NO” is often appreciated
rather than saying “YES” and failing to deliver on the promise
Hi! Here are some amazing phd research proposal examples. For more samples go to https://www.phdthesiswriting.biz/see-phd-research-proposal-examples-here/
Influence of Compensation and Reward on Performance of Employees at Nakuru Co...iosrjce
Human Resource Development is concerned with the provision of learning, development and
training opportunities in order to improve individual, team and organizational performance. The objective of
the study was influence of compensation and reward on performance of employees at Nakuru county
government A survey was carried out within the 11 sub-counties in Nakuru County Government with the study
adapting a descriptive research design. Stratified random sampling technique was employed on a target
population of 6,400 respondents from the same geographical area of study. Simple random sampling was used
to select the respondents that formed a sample size of 98 respondents. Primary data was collected using
questionnaires and interview schedules with a combination of open and closed questions. Statistical Package for
Social Sciences was used to analyze the data. The findings indicated that there was a strong relationship
compensation and reward on employee performance in the county government of Nakuru. The researcher
therefore recommended training needs and other nonmonetary rewards practices in order to enhance employee
performance.
This document provides an overview of a research project on converting the bibliographic chain as it relates to managing information in a human resources management department. It begins with an introduction describing the research topic and objectives. It then defines key terms, outlines the problem statement and sub-problems. The document discusses what human resource management entails in an organization and how information management influences the HR department. It also examines the elements of HR that exist in the 1976 bibliographic chain model and how the chain could be revised.
"Research proposal on“Human resource management practice in the RMG sector...Akash Islam
This document outlines a research proposal on human resource management practices in the ready-made garment sector of Bangladesh. The research will analyze current HRM practices, identify issues, and suggest improvements. It will use both primary data collection through interviews and secondary data collection from literature. A literature review discusses previous studies on HRM practices in various industries, finding issues like poor training, compensation, and worker relations. The proposed study aims to understand HRM practices in RMG sectors and develop solutions to problems identified.
Variations in human resource management in asian countries mnc home country a...Nicha Tatsaneeyapan
This document summarizes a research paper that investigates the determinants of human resource management (HRM) strategies used by firms operating in Korea and Taiwan. The researchers measured firms' reliance on high-performance versus traditional HRM policies across areas like staffing, rewards, and employee autonomy. They hypothesized that indigenous firms would be more likely to use organic, high-performance strategies compared to multinational corporation (MNC) subsidiaries. MNC home country effects and host country effects were also examined. The researchers found pronounced differences in HRM strategies based on country of origin and between host countries. Organizational characteristics also impacted HRM strategy.
The effects of human development, motivation and excellence in emerging compa...imperial Inc
Human resource development is very important to every business; hence enhancing organisation performance and employees' productivity in an organisation.
Human resource management practices of selected companiesAlexander Decker
This document discusses a study that assessed the human resource management (HRM) practices of selected companies to develop a comprehensive HRM program. The study tested whether the extent of HRM tool usage differed based on company size (large, medium, small). It was found that there were no significant differences in HRM practices related to acquisition, maintenance, and relations. However, significant differences were found in development practices. The study concluded some companies lacked performance evaluation systems and recommended implementing such systems to improve training and development.
Recruitment and Selection of Employees as an Aspect of Human Resource Managem...ijtsrd
This document discusses recruitment and selection of employees as an aspect of human resource management in Cameroon universities. It finds that universities in Cameroon recognize the need for effective and efficient recruitment and selection processes. However, interference can undermine the human resources department's ability to carry out its functions properly. The study recommends giving human resources departments more independence and establishing good recruitment selection panels to conduct the process fairly and avoid issues like favoritism or hiring unqualified workers. Overall, the document examines recruitment and staffing challenges in Cameroon universities and proposes solutions to help institutions improve their personnel practices, especially in higher education.
A Systematic Literature Review of Servant Leadership Theoryi.docxransayo
A Systematic Literature Review of Servant Leadership Theory
in Organizational Contexts
Denise Linda Parris • Jon Welty Peachey
Received: 20 February 2012 / Accepted: 8 April 2012 / Published online: 22 April 2012
� Springer Science+Business Media B.V. 2012
Abstract A new research area linked to ethics, virtues,
and morality is servant leadership. Scholars are currently
seeking publication outlets as critics debate whether this
new leadership theory is significantly distinct, viable, and
valuable for organizational success. The aim of this study
was to identify empirical studies that explored servant
leadership theory by engaging a sample population in order
to assess and synthesize the mechanisms, outcomes, and
impacts of servant leadership. Thus, we sought to provide
an evidence-informed answer to how does servant leader-
ship work, and how can we apply it? We conducted a sys-
tematic literature review (SLR), a methodology adopted
from the medical sciences to synthesize research in a sys-
tematic, transparent, and reproducible manner. A disci-
plined screening process resulted in a final sample
population of 39 appropriate studies. The synthesis of these
empirical studies revealed: (a) there is no consensus on the
definition of servant leadership; (b) servant leadership
theory is being investigated across a variety of contexts,
cultures, and themes; (c) researchers are using multiple
measures to explore servant leadership; and (d) servant
leadership is a viable leadership theory that helps organi-
zations and improves the well-being of followers. This
study contributes to the development of servant leadership
theory and practice. In addition, this study contributes to the
methodology for conducting SLRs in the field of manage-
ment, highlighting an effective method for mapping out
thematically, and viewing holistically, new research topics.
We conclude by offering suggestions for future research.
Keywords Leadership � Leadership theory � Servant
leadership � Systematic literature review
Introduction
Leadership is one of the most comprehensively researched
social influence processes in the behavioral sciences. This is
because the success of all economic, political, and organi-
zational systems depends on the effective and efficient
guidance of the leaders of these systems (Barrow 1977). A
critical factor to understanding the success of an organiza-
tion, then, is to study its leaders. Leadership is a skill used to
influence followers in an organization to work enthusiasti-
cally towards goals specifically identified for the common
good (Barrow 1977; Cyert 2006; Plsek and Wilson 2001).
Great leaders create a vision for an organization, articulate
the vision to the followers, build a shared vision, craft a path
to achieve the vision, and guide their organizations into new
directions (Banutu-Gomez and Banutu-Gomez 2007; Kotter
2001). According to Schneider (1987), the most important
part in build.
Learning Objectives
1.1 Demonstrate the importance of interpersonal skills in the workplace.
1.2 Define organizational behavior (OB).
1.3 Show the value to OB of systematic study.
1.4 Identify the major behavioral science disciplines that contribute to OB.
1.5 Demonstrate why few absolutes apply to OB.
1.6 Identify managers’ challenges and opportunities in applying OB concepts.
1.7 Compare the three levels of analysis in this text’s OB model.
1.8 Describe the key employability skills gained from studying OB applicable to other majors or future careers.
Demonstrate the Importance of Interpersonal Skills in the Workplace
Interpersonal skills are important because…
‘Good places to work’ have better financial performance.
Better interpersonal skills result in lower turnover of quality employees and higher quality applications for recruitment.
There is a strong association between the quality of workplace relationships and job satisfaction, stress, and turnover.
It fosters social responsibility awareness.
This document summarizes four research articles related to professional inquiry. The first article proposes a dialectical approach to strategic planning by examining underlying assumptions. The second presents dialectical inquiry as a structured qualitative research method. The third discusses how a researcher's position and reflexivity can impact qualitative research. The fourth evaluates three models of technology transfer identified through a dialectical inquiry study. Overall, the document examines different aspects of professional inquiry and emphasizes the importance of considering researcher biases and using both qualitative and quantitative analysis.
The document provides an overview of the ceramics industry in India. It discusses the origins and timeline of key developments in ceramics and glass. The ceramics industry in India began in the late 1950s and has grown significantly since market liberalization in 1991. The size of the industry has expanded as capacity has increased by 40% in 1994-95 and a further 32% in 1995-96. However, growth has slowed due to both internal factors like rising costs and external factors such as a decline in construction activity. The industry is facing challenges of high inventory levels, rising costs, and financial stringency that have led to lower profits.
RESEARCH PROJECT 1
RESEARCH PROJECT 2
INTRODUCTION
The management composition of any organization has been considered to be among the most important factors that determine the success of any organization. This is from the top to the bottom in the employee hierarchy as each member of the management has a role to play that leads to the overall success of the organization. An organization is therefore obligated to hire the most efficient management, especially at the top, for it to increase its chances of succeeding in its sphere of operation. Furthermore, with the continued rooting of globalization, managers are required to have certain qualities that will warrant their success in their expatriate assignments. This research project, therefore, seeks to find out the issues that determine the success of a particular manager.
The research question on the other will be 'Does the use of local staff in international branches of the company yield higher productivity than current levels'. The hypothesis formulated is that when a company uses local staff, it is able to adapt better to the requirements of the local country. Through research, three types of staffing policies have identified in international businesses (and are among the options open to be used by companies): the geocentric approach, ethnocentric approach and the polycentric approach. I will review each of the policies and recommend the strategy that should be pursued by the firm. The most eye-catching staffing policy is undoubtedly the geocentric approach. This is despite the fact that it has several impediments to adopting it.
Staffing Approach
Strategic Appropriateness
Advantages
Disadvantages
Ethnocentric
International
Overcomes absence of qualified managers in host state
Unified Culture
Helps transfer core competencies
Produces resentment in host country
Can lead to cultural myopia
Polycentric
Multidomestic
Alleviates cultural myopia
Cheap to implement
Limits career mobility
Isolates headquarters from foreign subsidiaries
Geocentric
Global and translational
Uses human resources efficiently
Helps put in place a strong culture and a network of informal management
Expensive
An ethnocentric staffing policy is one whereby all key management positions are occupied by parent-country nationals. A polycentric staffing policy on the other hand needs the host-country citizens to be hired to manage subsidiaries, while the parent-country citizens occupy major positions at their corporate headquarters. The third, which is the geocentric staffing policy, looks for the best individuals for key jobs all over the organization, notwithstanding the nationality.
BACKGROUND RESEARCH
Sending employees to work in foreign countries has been a trend fo ...
Similar to A cross-national-comparison-of-selection-models (20)
The Rules Do Apply: Navigating HR ComplianceAggregage
https://www.humanresourcestoday.com/frs/26903483/the-rules-do-apply--navigating-hr-compliance
HR Compliance is like a giant game of whack-a-mole. Once you think your company is compliant with all policies and procedures documented and in place, there’s a new or amended law, regulation, or final rule that pops up landing you back at ‘start.’ There are shifts, interpretations, and balancing acts to understanding compliance changes. Keeping up is not easy and it’s very time consuming.
This is a particular pain point for small HR departments, or HR departments of 1, that lack compliance teams and in-house labor attorneys. So, what do you do?
The goal of this webinar is to make you smarter in knowing what you should be focused on and the questions you should be asking. It will also provide you with resources for making compliance more manageable.
Objectives:
• Understand the regulatory landscape, including labor laws at the local, state, and federal levels
• Best practices for developing, implementing, and maintaining effective compliance programs
• Resources and strategies for staying informed about changes to labor laws, regulations, and compliance requirements
2. 32 • HUMAN RESOURCE MANAGEMENT, Spring 2002
Dowling, Schuler, & Welch, 1994; Heenan &
Perlmutter, 1979). In this vein of research, the
focus of attention is still on the benefits and
costs of various alternatives for either the en-
tire multinational corporation or individual
incumbents rather than the core characteris-
tics of the recruiting system in each country.
Although all these research efforts have
yielded useful knowledge for managing
today’s globalized human resource systems,
two fundamental questions remain. First, do
significant differences exist among nations
in terms of commonly used hiring practices?
If so, what are such differences? Although
few would expect human resource managers
around the world to recruit new employees
in the same way, it is reasonable to assume
that certain practices are more ubiquitously
used by organizations of various nationalities.
Apparently, the degree of “ubiquity” charac-
terizing each selection criterion is a critical
issue that cannot be adequately addressed on
the basis of pure theoretical arguments.
Rather, it requires an empirical examination
in the prevalence of each selection criterion
used within each country.
The second question is whether people
agree that there are some universally desir-
able selection criteria that can be used for re-
cruiting new employees in any country. This
question would differ little from the first one
if all selection criteria practically used in all
organizations were also viewed as highly de-
sirable by all organizational members. We
know, however, by observing real organizations
that such a consensus rarely exists; no matter
how judiciously the personnel selection crite-
ria were set by the human resource depart-
ment, some employees would complain about
the inequity caused by the hiring practices.
Even in the most democratic organizations,
personnel selection criteria are rarely set by a
consensus generation process; more likely,
they are a result of the trials and errors over
the years, bound by legal requirements, and
subject to many other institutional constraints.
As such, the degree of “universality,” or the
extent to which a selection criterion is univer-
sally desirable, ought to be treated as a sepa-
rate issue from ubiquity.
In this paper, we attempt to address these
two issues by comparing the hiring practices
in ten countries/regions. We included both
developed countries and developing ones in
our sample, as IHRM practices in these two
categories of nations could differ dramatically
from each other (Napier & Vu, 1998). Simi-
larities and dissimilarities of selection criteria
that are either actually used or strongly pre-
ferred by employees in these places could, in
our opinions, reveal valuable information
about the convergence or divergence of per-
sonnel selection practices around the world.
The empirical study was part of a large-scale,
multinational research project conducted by
a consortium of international scholars with the
purpose of identifying the “best” international
human resource management practices (Von
Glinow, 1993).
Questionnaire Design and Data
Collection
Data were gathered by more than 20 scholars
from 13 countries or regions, using the Best
International Human Resource Management
Practices Survey (BIHRMPS) as the measur-
ing instrument. The idea of conducting a
multiple-year, multinational project on HRM
practices was conceived in 1990 by Mary Ann
Von Glinow and some colleagues in North
America. As a result of one year’s worth of
collective effort, a standardized questionnaire
was developed for the purpose of making cross-
national comparisons. Since then, this re-
search consortium has grown into a team of
over thirty international scholars (Teagarden
et al., 1995).
Although the wording “best” was used for
the sake of highlighting our intention to
benchmark HRM practices globally, we did
not presume that the same HRM practices
could be uniformly applied in all countries
or cultural environments. With this caveat
in mind, members of the BIHRMP project
team developed the questionnaire with a
combination of deductive and inductive
methods. A literature review was first con-
ducted to identify important hiring-related
factors that have been recognized by HRM
researchers in the past. Based on the results
of the literature review, we designed the draft
of the questionnaire and used it to survey a
small group of managers who attended ex-
Although few
would expect
human resource
managers around
the world to
recruit new
employees in the
same way, it is
reasonable to
assume that
certain practices
are more
ubiquitously used
by organizations
of various
nationalities.
3. Divergence or Convergence: A Cross-National Comparison of Personnel Selection Practices • 33
ecutive education programs at two different
universities in the U.S. As we conducted the
pilot survey, the participants were encouraged
to either suggest items that they considered
important but were missing in the original
questionnaire or identify items that they con-
sidered redundant or noncritical.
In the meantime, we consulted with sev-
eral experts in the area of cross-national HRM
research in order to obtain their feedback on
the relevance of individual items. After gath-
ering all the feedback we could solicit, the
consortium members then reevaluated the
suitability of each item. Some items were
added, deleted, or consolidated before the fi-
nal version was readied for the official survey.
At the conclusion of this evolutionary pro-
cess, it became clear to us that HRM practi-
tioners usually care about both the technical
and social calibers when they screen the job
candidates. The evaluation of technical skills
has two aspects. First, recruiters want to find
out whether the job candidate is able to or has
the potential to meet the technical require-
ments. This aspect was addressed by two items
in our survey:
— A person’s ability to perform the tech-
nical requirements of the job (Q1).
— A person’s potential to do a good job,
even if the person is not that good
when they first start (Q8).
The second aspect concerns whether the
technical skills are directly tested or inferred
from the past job experience. Another two
items address this issue:
— An employment test in which the per-
son needs to demonstrate the skills
(Q6).
— Proven work experience in a similar
job (Q7).
Likewise, the social caliber of the job can-
didate may be assessed on the basis of either
interpersonal or interorganizational skills. In
the workplace, a person who can mingle with
other organizational members and fit into the
organizational culture is usually preferred.
Moreover, if the person is well connected to
either internal or external constituencies, there
would be a higher likelihood that he or she
could easily assimilate with the task environ-
ment. This aspect is addressed by the follow-
ing items:
— A person’s ability to get along well with
others already working here (Q3).
— How well the person will fit the
company’s values and ways of doing
things (Q9).
— Having the right connections (e.g.,
school, family, friends, region, govern-
ment, etc.) (Q4).
Aside from the importance of various as-
pects of social caliber, another critical issue is
how the employers actually assess a job
candidate’s social caliber. The assessment
method could be used for screening the can-
didates and socializing insiders simultaneously
(Sutton & Louis, 1987). We identified two
major methods:
— A personal interview (Q2).
— Future coworkers’ opinions about the
person (Q10).
To be sure, these two methods may be
used for assessing both technical and social
skills. However, since technical skills can be
reliably measured by many other means, in
practice the major role played by these two
factors is more likely social than technical
(Guion, 1987).
Finally, most managers may hope that,
once a job candidate is hired, he or she will
stay with the organization long enough so that
their investments on recruiting, training, and
socializing this person may pay off. Although
this factor is not directly related to either tech-
nical or social caliber, it could affect the total
“yield” of a hire, which may be viewed as a
special form of capital spending. Naturally,
managers always care about whether the an-
ticipated ROI during the life span of a piece
of human asset could justify the amount of
time and money invested up front. Thus, we
added one more factor:
— The company’s belief that the person
will stay with the company (e.g., five
years or longer) (Q5).
In the workplace,
a person who can
mingle with
other
organizational
members and fit
into the
organizational
culture is usually
preferred.
4. 34 • HUMAN RESOURCE MANAGEMENT, Spring 2002
A five-point Likert scale, ranging from 1
(not at all) to 5 (to a very great extent) was
used in grading the responses. One special
feature of BIHRMPS is that respondents were
asked to indicate the extent to which each one
of these items affects the hiring decisions in
their organizations in both “is now” and
“should be” situations. Although we expected
these two sets of responses to be correlated
and both are subject to the influence of the
national culture, we are convinced that the
cultural impact on the “is now” condition is
likely to be diluted by a large number of
noncultural factors, such as the past history
of the organization, the industry structure, and
the leadership style. By contrast, the “should
be” condition is, theoretically, more suscep-
tible to the impact of culture as it reflects or-
ganizational members’ personal preferences.
If we follow Hofstede’s paradigm and define
culture as “the collective programming of the
mind which distinguishes the members of one
human group from another” (Hofstede, 1980),
it should not be surprising to find that people’s
preferences in this regard are heavily influ-
enced by culture.
Although measuring organizational per-
formance is not the main purpose of the
BIHRMP project, we do believe that there
is a positive relationship between the use of
appropriate hiring practices and organiza-
tional effectiveness in general as perceived
by employees. For the purpose of measur-
ing the perceived hiring effectiveness, we
used three items:
a. The hiring practices help our company
to have high-performing employees.
b. The hiring practices help our company
to have employees who are satisfied
with their jobs.
c. The hiring practices make a positive
contribution to the overall effective-
ness of the organization.
These three items were also rated on a five-
point Likert scale.
Results
Being aware of the potential systemic bias in
the responses due to cultural differences, we
decided not to directly compare the averaged
item scores across nations. Instead, within
each national/regional sample we merely iden-
tified three items with the highest ratings.
Comparison of the “Is Now” Conditions
Table I presents the means and standard
deviations of the “is now” responses, with
the three top-ranking items in boldface.
The 13 countries or regions covered in the
data analysis include Australia (AUS),
Canada (CAN), People’s Republic of China
(PRC), Indonesia (IND), Japan (JPN),
South Korea (KOR), Mexico (MEX), Tai-
wan (TWN), the United States (USA), and
Latin America (LAT).
A quick glance at Table I reveals that two
selection criteria stand out as the most com-
monly used ones in all settings. The first one
is “a person’s ability to perform the technical
requirements of the job” (Q1) while the sec-
ond one is “a personal interview” (Q2). The
prevalence of Q1 should not be surprising as
technical skills ought to be the ultimate yard-
stick of a person’s qualification in a rational
perspective. In fact, the more interesting find-
ing is that Q1 was not among the top three
selection criteria actually used in Japan and
Taiwan. It probably reflects the predominance
of nontechnical criteria in these cultures,
which will be discussed in greater detail later.
As an important personnel screening tool,
job interview (Q2) was ranked among the top
three factors in almost every country except
PRC.Again, this fact indicates that few people
would feel comfortable with making a job of-
fer without seeing the candidate in person.
Even in PRC, the relatively lower importance
of Q2 may be due to practical difficulty rather
than a deemphasis of personal acquaintance.
In the meantime, the other eight items
seem to reflect significant cross-cultural dif-
ferences, although a certain degree of clus-
tering is also evident. For one thing, the top
three factors found in the Taiwanese and Japa-
nese samples are identical. We think it is un-
likely to be purely coincidental. Rather, such
a similarity may have reflected the cultural
similarities, the intertwined histories in the
past century, and close economic ties between
these two countries. As a matter of fact, many
One special
feature of
BIHRMPS is that
respondents were
asked to indicate
the extent to
which each one
of these items
affects the hiring
decisions in their
organizations in
both “is now” and
“should be”
situations.
5. Divergence or Convergence: A Cross-National Comparison of Personnel Selection Practices • 35
industries in Taiwan were started after World
War II under the support of Japanese enter-
prises. Understandably, their human resource
management systems were initially borrowed
from Japan. The high importance of these
three items (Q2, Q3, and Q8) also reflect the
extra value placed on harmonious human re-
lations by these two cultures.
Next to Q1 and Q2 in terms of preva-
lence of use is Q7, proven work experience
in a similar job, which was ranked among the
top three by five countries. It is interesting
to note that four of them are developed coun-
tries (Australia, Canada, Germany, and the
U.S.), although people in PRC also consider
it very important.
Certain degrees of similarities were also
found among other cultures, although the
patterns of similarity are not very clear. For
example, people in PRC, South Korea, and
Indonesia seem to trust employment test (Q6)
more than their counterparts in other nations
do. Although the small sample size in most
countries prevents us from confirming these
similarities with full confidence, we do see
potential effects of geographic proximity or
cultural similarity on hiring practices in these
countries or regions.
Comparison of the “Should Be” Conditions
Table II presents the means and standard devia-
tions of “should be” ratings for the ten items in
the ten countries or regions. Overall, this table is
similar to Table I only to the extent that Q1 and
Q2 continue to be the most prevalent hiring cri-
teria. The other eight items reflect varying pat-
terns of similarities across different countries.
It is noteworthy that “a person’s ability to
perform the technical requirements of the job
(Q1)” is ranked among top-three “should be”
conditions in all the ten nations or regions,
confirming the universal desirability of using
technical skills as the selection criterion. As a
“should be” condition, “a personal interview”
(Q2) lost its top-three ranking status in Tai-
wan and South Korea and continued to be out
of the top-three category in PRC. Interestingly,
all these three countries are located in East
Asia. We should not infer from this finding
that interpersonal relation is unimportant in
these nations. Rather, it is more likely that
managers in these countries have found other
yardsticks to assess a person’s nontechnical
characters, thereby making the use of inter-
view less necessary.
Q1
Q2
Q3
Q4
Q5
Q6
Q7
Q8
Q9
Q10
N
AUS
4.10*
(.73)
4.22
(.76)
3.47
(.97)
1.74
(1.01)
2.73
(1.07)
2.31
(1.16)
3.80
(.87)
3.09
(.98)
3.61
(.96)
1.87
(.99)
436
CAN
4.08
(.68)
4.18
(.72)
3.44
(.90)
2.06
(.96)
3.06
(1.06)
2.34
(1.24)
3.82
(.83)
3.10
(1.01)
3.58
(.94)
1.94
(.98)
124
PRC
3.76
(.82)
3.27
(.83)
3.34
(.78)
3.16
(1.00)
3.25
(.91)
3.54
(.81)
3.56
(.79)
3.35
(.87)
3.31
(.85)
2.82
(.93)
521
IND
3.58
(.90)
3.55
(.89)
3.13
(.87)
2.69
(1.22)
2.95
(1.04)
3.27
(1.09)
3.05
(.98)
3.08
(.73)
3.14
(.86)
2.46
(1.09)
237
JPN
3.01
(.97)
3.62
(.91)
3.13
(.88)
2.57
(1.09)
2.87
(1.05)
2.91
(1.05)
2.59
(1.10)
3.14
(.94)
2.94
(.89)
2.12
(1.04)
502
KOR
3.22
(.94)
3.31
(.89)
3.18
(.95)
2.50
(1.03)
2.98
(1.02)
3.34
(.93)
2.75
(1.01)
2.94
(.99)
3.11
(.97)
2.22
(.98)
234
MEX
3.39
(1.02)
3.77
(1.06)
3.03
(1.07)
3.26
(1.21)
2.79
(1.24)
3.02
(1.24)
3.11
(1.17)
3.15
(1.04)
3.23
(1.07)
2.32
(1.18)
479
TWN
3.53
(.86)
3.55
(.78)
3.50
(.84)
3.19
(.98)
3.48
(.89)
3.49
(.80)
3.47
(.82)
3.71
(.81)
3.39
(.80)
2.94
(.98)
237
USA
3.98
(.83)
4.17
(.85)
3.45
(1.09)
2.66
(1.29)
2.76
(1.05)
1.91
(1.01)
3.68
(.93)
2.97
(.93)
3.44
(1.11)
2.42
(1.18)
143
LAT
3.93
(.90)
4.31
(.99)
3.15
(1.28)
2.63
(1.24)
3.47
(1.25)
2.98
(.144)
3.75
(1.11)
3.51
(1.10)
3.38
(1.27)
1.80
(.97)
169
TABLE I A Multinational Comparison of “Is Now” Conditions on Hiring Practices.
* Standard errors are in parentheses.
6. 36 • HUMAN RESOURCE MANAGEMENT, Spring 2002
Aside from Q1 and Q2, the eighth item,
“a person’s potential to do a good job” (Q8), is
the third most prevalent “should be” factor in
our multinational sample. It is ranked in the
top three by four countries: PRC, Japan, South
Korea, and Taiwan. The “Asian flavor” is quite
clear. However, since this item was ranked as
the top three only by respondents in Taiwan
and Japan for the “is now” condition, we can
see a gap between ideal and reality in the other
two countries; that is, this item is viewed as
very important ideally but has not been treated
as important in practice.
Other items are valued differently by coun-
tries in a way that is inconsistent with the “is
now” conditions as well. For instance, a
person’s ability to get along well with others
(Q3) is viewed as very important by South
Korea, Taiwan, and the U.S., but only in Tai-
wan is it also considered one of the top-three
criteria in actually used hiring practices. Em-
ployment test (Q6) is among top-three crite-
ria in PRC, Indonesia, and Mexico, but in our
sample only PRC and Indonesia treat it as a
top-three factor in practice.As mentioned ear-
lier, “proven work experience” (Q7) was among
the top-three criteria in five countries in light
of “is now” condition, but it was not recog-
nized as a top-three “should be” criterion in
any country or region.
The ninth item (Q9), how well the person
will fit the company’s values and ways of do-
ing things, was ranked among the top-three
“should be” factors only by Australia and
Canada, but neither country ranked it so high
for “is now” situations.
It is also noteworthy that four items in the
BIHRMP questionnaire were not ranked by
any national subsample as top-three “should
be” practices. These four items are: having the
right connections (Q4), likelihood of staying
in the company for the long haul (Q5), proven
work experience in a similar job (Q7), and
future coworkers’ opinions about this person
(Q10). All these factors are either relatively
intangible or highly subjective. Understand-
ably, even though they might affect the hiring
decisions in practice, few people would sug-
gest that they ought to be formally considered.
Comparison of Country Profiles
In order to make it easier to see the gap be-
tween “is now” and “should be” conditions,
AUS
4.19*
(.72)
3.99
(.85)
3.71
(.89)
1.31
(.64)
2.72
(1.12)
3.25
(1.06)
3.82
(.87)
3.60
(.90)
3.99
(.84)
2.54
(1.11)
435
Q1
Q2
Q3
Q4
Q5
Q6
Q7
Q8
Q9
Q10
N
CAN
4.31
(.64)
4.10
(.81)
3.94
(.76)
1.41
(.61)
3.10
(1.12)
3.03
(1.19)
3.93
(1.00)
3.58
(.96)
4.10
(.76)
2.71
(1.41)
124
PRC
4.36
(.68)
3.56
(.85)
3.71
(.80)
2.96
(1.20)
3.58
(.91)
3.96
(.72)
3.91
(.84)
3.92
(.78)
3.76
(.81)
3.11
(1.01)
483
IND
4.16
(.66)
3.93
(.70)
3.82
(.77)
1.88
(1.06)
3.67
(.97)
4.04
(.75)
3.50
(1.09)
3.82
(.70)
3.89
(.79)
2.64
(1.16)
233
JPN
3.77
(.94)
4.00
(.77)
3.57
(.84)
2.54
(1.15)
3.27
(1.09)
3.11
(.93)
3.00
(1.10)
3.80
(.86)
3.20
(.94)
2.60
(1.09)
500
KOR
4.16
(.69)
3.88
(.74)
4.12
(.75)
1.82
(1.05)
3.99
(.93)
3.55
(.92)
3.31
(1.00)
4.12
(.75)
4.09
(.78)
3.16
(.99)
224
MEX
4.57
(.65)
4.30
(.88)
3.71
(1.20)
3.31
(1.32)
3.73
(1.20)
4.42
(.74)
4.23
(.89)
4.18
(.78)
4.23
(.86)
3.18
(1.29)
471
TWN
4.21
(.68)
3.91
(.67)
4.13
(.64)
3.33
(1.01)
4.02
(.75)
4.04
(.67)
3.88
(.73)
4.31
(.58)
4.00
(.70)
3.50
(.91)
236
USA
4.40
(.62)
4.19
(.78)
4.14
(.71)
1.80
(.91)
2.93
(1.05)
2.80
(1.28)
4.01
(.80)
3.67
(.87)
4.10
(.82)
3.38
(1.02)
142
LAT
4.62
(.74)
4.44
(.96)
4.20
(1.00)
2.27
(1.25)
4.13
(1.04)
3.93
(1.21)
4.25
(.86)
4.07
(1.06)
4.63
(.66)
2.95
(1.33)
168
A Multinational Comparison of “Should Be” Conditions on Hiring Practices.TABLE II
* Standard errors are in parentheses.
7. Divergence or Convergence: A Cross-National Comparison of Personnel Selection Practices • 37
we also compiled a table that lists the top
three items on a nation-by-nation basis.
(Table III). An interesting phenomenon is
that the “top-three” profiles for Australia and
Canada are identical. Apparently, this simi-
larity can be attributed to the common cul-
tural roots of these two nations as well as
their historical ties with the British Common-
wealth of Nations.
Table III also reflects the gap between
reality and ideal in each nation. For instance,
the actual hiring practices used in Japan seem
to emphasize a person’s potential and inter-
personal skills, but the Japanese respondents
did recognize the importance of technical skills
required by the job. That’s why, although Q1
was not among their top-three “is now” fac-
tors, it was one of the top-three “should be””
factors for recruiting. The commonality of
Australian and Canadian “top-three” profiles
also reflects a common gap between reality
and ideal for these two nations. Specifically,
“is now” Conditions
(A) A personal interview
(B) A person’s ability to perform the technical requirements of the job
(C) Proven work experience in a similar job
(A) A personal interview
(B) A person’s ability to perform the technical requirements of the job
(C) Proven work experience in a similar job
(A) A person’s ability to perform the technical requirements of the job
(B) Proven work experience in a similar job
(C) An employment test in which the person needs to demonstrate the skills
(A) A person’s ability to perform the technical requirements of the job
(B) A personal interview
(C) An employment test in which the person needs to demonstrate the skills
(A) A personal interview
(B) A person’s potential to do a good job, even if the person is not that good when they first start
(C) A person’s ability to get along well with others already working here
(A) An employment test in which the person needs to demonstrate the skills
(B) A personal interview
(C) A person’s ability to perform the technical requirements of the job
(A) A personal interview
(B) A person’s ability to perform the technical requirements of the job
(C) Having the right connections (e.g., school, family, friends, region, government, etc.)
(A) A person’s potential to do a good job, even if the person is not that good when they first start
(B) A personal interview
(C) A person’s ability to get along well with others already working here
(A) A personal interview
(B) A person’s ability to perform the technical requirements of the job
(C) Proven work experience in a similar job
(A) A personal interview
(B) A person’s ability to perform the technical requirements of the job
(C) Proven work experience in a similar job
TABLE III Three Top-Ranking “Is Now” and “Should Be” Factors in Each Country/Region (in Order of Importance).
Nation/Region
Australia
Canada
PRC
Indonesia
Japan
Korea
Mexico
Taiwan
USA
Latin America
(continued on next page)
8. 38 • HUMAN RESOURCE MANAGEMENT, Spring 2002
proven work experience is an important se-
lection criterion in these two nations in the
“is now” situation. When it comes to the
“should be” situation, however, a good fit with
the company’s values and ways of doing things
becomes more crucial.
Likewise, in the case of Mexico, having the
right personal connections is one of the top
three hiring factors in practice, but the use of
a more objective employment test is viewed as
very desirable in a “should be” situation.A per-
sonal interview is a very crucial step in the ac-
tually used hiring procedure in Taiwan, but our
Taiwanese respondents seem to believe that job-
related technical skills should be a more im-
portant selection criterion.
Among other countries/regions, our Indo-
nesian sample has shown a better match be-
tween reality and ideal—the top three factors
for the “is now” situation are also the top three
for the “should be”” situation—while the real-
ity–ideal gaps for South Korea appear to be rela-
tively large. One reason why these gaps deserve
our attention is that they may point to the likely
“Should Be” Conditions
(A) A person’s ability to perform the technical requirements of the job
(B) A personal interview
(C) How well the person will fit the company’s values and ways of doing things
(A) A person’s ability to perform the technical requirements of the job
(B) A personal interview
(C) How well the person will fit the company’s values and ways of doing things
(A) A person’s ability to perform the technical requirements of the job
(B) An employment test in which the person needs to demonstrate the skills
(C) A person’s potential to do a good job, even if the person is not that good when they first start
(A) A person’s ability to perform the technical requirements of the job
(B) An employment test in which the person needs to demonstrate the skills
(C) A personal interview
(A) A personal interview
(B) A person’s potential to do a good job, even if the person is not that good when they first start
(C) A person’s ability to perform the technical requirements of the job
(A) A person’s ability to perform the technical requirements of the job
(B) A person’s ability to get along well with others already working here
(C) A person’s potential to do a good job, even if the person is not that good when they first start
(A) A person’s ability to perform the technical requirements of the job
(B) An employment test in which the person needs to demonstrate the skills
(C) A personal interview
(A) A person’s potential to do a good job, even if the person is not that good when they first start
(B) A person’s ability to perform the technical requirements of the job
(C) A person’s ability to get along well with others already working here
(A) A person’s ability to perform the technical requirements of the job
(B) A personal interview
(C) A person’s ability to get along well with others already working here
(A) How well the person will fit the company’s values and ways of doing things
(B) A person’s ability to perform the technical requirements of the job
(C) A personal interview
TABLE III (continued.)
Nation/Region
Australia
Canada
PRC
Indonesia
Japan
Korea
Mexico
Taiwan
USA
Latin America
10. 40 • HUMAN RESOURCE MANAGEMENT, Spring 2002
direction of change, or the trend, in a nation’s
prevalent hiring practices. For instance, al-
though proven work experience is ranked by
our U.S. respondents as one of the top three
most important hiring factors, its position was
replaced by the ability to get along with others
already working here in the “should be” part.
We should not be surprised if American hu-
man resource managers start to deemphasize
the past work experience but give heavier weight
to interpersonal skills in the future.
Effects of Recruiting Practices on
Organizational Effectiveness
The last important question we try to answer
is: Do hiring practices really matter? In other
words, are those personnel selection criteria
examined by us tied to the overall organiza-
tional performance? To address this issue, we
did a multiple regression analysis with the
three aforementioned measures of perceived
effectiveness as the dependent variables. The
results are shown in Table IV.
Although most factors are not statisti-
cally significant due to the inherent colin-
earity problem of using the five-point Likert
scales, the F and R2
values listed at the bot-
tom of the table, reflecting the explained
variation in the dependent variables, may
still reveal useful information about the
relative importance of hiring practices in
affecting organizational effectiveness in
each country. Overall, all samples yield sig-
nificant F values for the three measures of
hiring effectiveness.
In the meantime, hiring practices account
for organizational effectiveness in these na-
tions/regions by varying degrees. Since the
sample sizes vary wildly across nations and
smaller samples tend to yield larger R2
values
when everything else is equal, we have to use
the F value and R2
together to evaluate the
power of these regression models. In light of
these two indicators, Mexico, South Korea,
and Taiwan seem to demonstrate the highest
impacts of hiring practices; that is, the rela-
tionship between hiring practices and per-
ceived organizational effectiveness is clearest
in these nations. Interestingly, Taiwan and
South Korea are two of the “four little tigers”
in Asia while Mexico is the new little tiger in
North America. Although we do not have data
gathered from two other little “tigers” in Asia
(Hong Kong and Singapore), it seems likely
that the best human resource management
practices model would work best in those fast-
growing, developing economies.
Discussion
The empirical results of analyses generated
from our multinational data set are more com-
plicated than we expected and do not lend
themselves to any coherent theoretical inter-
pretations. As hypothesized at the beginning
of this paper, if culture has any impact on re-
cruiting practices, its impact is more likely
manifested in the “should be” rather than “is
now” conditions. Our empirical findings, how-
ever, do not seem to support this hypothesis.
In fact, we suspect that the striking similari-
ties among the U.S., Australia, and Canada in
terms of “is now” conditions could be attrib-
uted to their common Anglo roots.
Among Asian nations, the striking simi-
larity between Japan and Taiwan in terms of
“is now” conditions may reflect the close his-
torical and cultural ties between these two
nations in the past 100 years. Even when we
compare the “should be” conditions, the simi-
larities among Taiwan, Japan, and South Ko-
rea are still impressive. However, the situation
at the People’s Republic of China seems to be
one of a kind; its profile appears to be posi-
tioned somewhere between Asia and North
America—which may be attributed to a com-
bination of 50 years of implementation of so-
cialism and 20 years of economic reforms (Cyr
& Frost, 1991; Holton, 1985; Warner, 1993;
Zhu & Dowling, 1994).
Although little research in the past has
directly focused on the cross-national differ-
ence of hiring practices, we could still find
some partial explanations by examining the
evolutionary process of human resource man-
agement practices in different countries. For
instance, Shelton (1995) reviewed the HRM
system in Australia and detected a perceived
need to “move from a centralized industrial
relations system to a decentralized system fo-
cused around enterprise-based employment
agreements” (p. 52), which relies heavily on a
massive increase in the extent and frequency
However, the
situation at the
People’s Republic
of China seems to
be one of a kind;
its profile
appears to be
positioned
somewhere
between Asia and
North America—
which may be
attributed to a
combination of
50 years of
implementation
of socialism and
20 years of
economic
reforms.
11. Divergence or Convergence: A Cross-National Comparison of Personnel Selection Practices • 41
of joint consultation between employers and
employees at the enterprise level. If that is
indeed the new trend in the Australian HRM
system, we can easily understand why our
Australian respondents have ranked the good
fit with the corporate values and ways of do-
ing things so high. As a matter of fact, in re-
cent years, federal legislation has been
introduced to shift the focus of industrial re-
lations to the enterprise level, indicating that
the Australian system has indeed moved to-
ward decentralization (Gough, 1996).
We suspect that a similar transition is also
going on in Canada. Moore and his colleagues
conducted some surveys with human resource
departments in Canada and noticed that the
role of the HR department has changed or
grown since early 1990s. Such a development
is often attributed to the HR department’s tak-
ing on greater responsibilities and handling
these in a more professional manner (Moore
& Jennings, 1995; Moore & Robinson, 1989).
As such, we may expect to see an increasing
desire to recruit new employees whose per-
sonal value systems are compatible with the
company’s culture.
The heavy emphasis placed by Japanese
companies on a person’s potential and his/
her ability to get along with others may be
traced to their renowned life-time employ-
ment system. As noted by some researchers
(e.g., Pucik, 1984), large Japanese organiza-
tions usually conduct recruitment and selec-
tion on a yearly basis and tend to hire a cohort
of fresh school graduates annually in April
rather than conduct recruitment throughout
the year as vacancies arise. This phenomenon
reflects the importance of wa (or harmoni-
ous human relations) in Japan and is perfectly
consistent with our findings, since people
from the same schools would find it easier to
develop a smooth interpersonal relationship
within a team due to their common educa-
tional backgrounds.
The relatively low weight given to job-re-
lated skills as a selection criterion that we
observed should not be surprising either, in
light of findings of the past research on Japa-
nese management. Morishima (1995) points
out that important selection criteria used by
Japanese firms revolve around trainability or
ability to learn rather than the ability to ex-
ecute tasks and duties. In a survey conducted
by Fujiwara (1993), even for white-collar tech-
nical employees, fewer than 10% of the firms
reported primarily emphasizing “technical ex-
pertise” for selection, with even smaller per-
centages for blue-collar workers and
white-collar administrative employees. This
might be the reason why Q1 was not ranked
among the top-three selection criteria by our
Japanese respondents. Nonetheless, the tech-
nical-skill item was indeed ranked as a top-
three criterion for the “should be” situation,
probably because the deep recession experi-
enced by the Japanese industry in the past ten
years has urged Japanese managers to reevalu-
ate their past hiring practices, thereby recog-
nizing the importance of job skills as a factor
in hiring decisions.
We also see some similarity between Ko-
rean and Japanese hiring systems. Although
no lifetime employment system has been
adopted by any large firms in South Korea,
organizations in both nations seem to
deemphasize proven work experience and pre-
fer hiring new graduates out of schools. A
study conducted by Koch, Nam, and Steers
(1995) clearly shows that in Korea most ap-
plicants for white-collar jobs must pass com-
pany-sponsored entrance examinations that
typically include English-language proficiency
in addition to knowledge both in a major field
and in general abilities or common sense. This
is consistent with our finding that employ-
ment tests are considered crucial in the “is
now” situation in South Korea. Koch et al.,
(1995) also found that employee referral is
widely used for recruiting blue-collar employ-
ees in South Korea. This practice may explain
why a personal interview has been found to
be crucial in our Korean respondents’ “is now”
conditions—oftentimes it is the only screen-
ing tool used by the employers in filling blue-
collar positions.
Our findings with the Taiwan sample are
in general consistent with what has been re-
ported by Farh (1995). However, Farh also
points out that the hiring practices used in
the public sector are dramatically different
from the counterparts in the private sector.
Since our Taiwan sample is primarily made
of employees in the private sector, the find-
ings are naturally more similar to what has
Although no
lifetime
employment
system has been
adopted by any
large firms in
South Korea,
organizations in
both S. Korea
and Japan seem
to deemphasize
proven work
experience and
prefer hiring
new graduates
out of schools.
12. 42 • HUMAN RESOURCE MANAGEMENT, Spring 2002
been reported by the past studies in this sec-
tor. For instance, Huang (1992) has found
that the job interview is a very crucial part of
the personnel selection process. We found
that a personal interview is indeed among the
top three “is now” hiring criteria in the Tai-
wanese sample.
In spite of the striking similarities that we
have found between Japan and Taiwan in hir-
ing practices, we can still see several crucial
differences between these two systems. First,
because of a shortage of skilled technical em-
ployees, many employers in Taiwan obtain
experienced personnel by hiring them away
from competitors with more attractive offers
(Farh, 1995). This phenomenon is common
not only in Taiwan but also in all developing
countries, particularly as employees consider
the companies they work for as “training
grounds” (Napier & Vu, 1998). By contrast,
in Japan it is strictly a taboo for a large com-
pany to steal talented employees away from
its competitors.
Second, although familism plays a cen-
tral role in staffing for both Taiwanese and
Japanese firms (owners of many companies
in Taiwan tend to place their relatives into
important corporate executive positions), Japa-
nese firms are less likely to do so (cf. Cheng,
1991; Farh, 1995; Peng, 1989). This phenom-
enon was not mirrored by our empirical find-
ings about Taiwan as it applies only to a few
privileged organizational members. In a sense,
the word “familism” means different things in
Japan and Taiwan. In Taiwan it implies pri-
marily appointments of relatives and family
members for crucial positions while in Japan
it is largely referred to a “whole life concern”
displayed by employers for their employees.
Finally, we found that the currently preva-
lent hiring practices in the U.S. seem to con-
sider the job interview performance, technical
skills, and proven work experience as the most
important selection criteria. This is hardly
surprising in light of the past research on
American HRM systems (Jennings & Moore,
1995). Nonetheless, in our U.S. sample, “the
ability to get along with others already work-
ing here” replaces “proven work experience”
as one of the top-three hiring factors, prob-
ably reflecting a trend toward deemphasizing
the past work experience. Indeed, a recent
article in Fortune magazine clearly points out
that a person’s past work experience is no
longer highly valued in the U.S. industry as in
the past, while a person’s potential to become
a competent manager in the future has be-
come an increasingly important selection cri-
terion (Munk, 1999).
Conclusion
Any conclusion made at this juncture should
be viewed as tentative. The BIHRMP project
group is still in the process of collecting more
data from more countries. We are convinced
that the validity and reliability of our results
will continually improve as we accumulate
more data on this subject. In the meantime,
we are afraid that in the field of international
human resource management there is prob-
ably no such thing as a final conclusion any-
way. A former CEO of Apple Computer, John
Sculley, once said: “In today’s global economy,
the only constant is change.” It is plausible
that the hiring practices in different nations
are also undergoing major changes due to the
globalization of modern industries. In spite of
the cross-national differences that we have
found, the trend toward convergence seems
to be irresistible. This trend of convergence is
evident in the “should be” portion of our data.
We also foresee an accelerated pace of global
convergence in recruiting practices as a re-
sult of the advancement of contemporary in-
formation technology (e.g., Internet).
While the recruiting practices used in dif-
ferent countries are inching toward global
convergence, we expect national cultures to
continue affecting the hiring practices used
in various countries (Yuen & Kee, 1993). In-
asmuch as national cultures remain different,
cross-national differences in HRM practices
will continue to exist.As such, human resource
managers still need to be culturally sensitive
when devising the recruitment systems in vari-
ous cultural environments. After all, the “best
international human resource management
practices” ought to be the ones best adapted
to cultural and national differences.
13. Divergence or Convergence: A Cross-National Comparison of Personnel Selection Practices • 43
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and Washington State University. He also visited Hong Kong University of Science and
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Nancy K. Napier is a Professor of International Business and Management and
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transition economies in such journals as Academy of Management Review, Human
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Management Inquiry, Human Resource Planning Journal, and Sloan Management
Review. Since 1994, she has also been involved with a project, funded by Sweden
and now USAID, to develop and strengthen a business school at the National Eco-
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