Culture is a social value that helps coorporations together. • Culture functions as a semblance and control mechanism, guiding and shaping employee attitudes and behaviors. Culture improves company dedication and boosts employee behavior consistency.
Cultural consequences of IHRM on company’s values, behavior, institutions, or...Masum Hussain
This document discusses the cultural consequences of international human resource management practices on companies. It begins with an introduction on globalization and the need for companies to integrate domestic and foreign operations. It then discusses several cultural frameworks for understanding differences in values and practices across countries, including the work of Hall and Hall on high and low context cultures, and Hofstede's five dimensions of national culture: power distance, uncertainty avoidance, individualism vs collectivism, masculinity vs femininity, and long vs short term orientation. The document explores how these cultural theories can provide insights into variations in HR practices across regions. It emphasizes that while cultural theories are useful for understanding differences, they should not deterministically link culture to practices without considering other factors like
pengelolaan manusia di dalam suatu organisasi menjadi lebih penting ditngkatkan. Hal ini terkait dengan terbukanya relasi sosial internasional dalam bisnis dan ketenagakerjaan. Ketermudahan mobilisasi tenaga kerja dari satu kawasan ke kawasan yang lain membuat komunikasi kerja dalam organisasi lebih rumit, di antaranya komunikasi yang berbasis lintas budaya. Salah satu fakta yang ditunjukan adalah munculnya tenaga kerja lintas negara yang biasa disebut sebagai ekspatriat yang memberikan pengaruh luas terhadap kehidupan sosial.
Cultural context of International Human Resource ManagementHamzaHameedLodhi
This document discusses the impact of cultural context on international human resource management. It first defines organizational culture and describes key dimensions of national culture according to various researchers like Kluckhohn & Kroeber, Hofstede, and Trompenaars & Hampden-Turner. These dimensions include power distance, uncertainty avoidance, individualism vs collectivism, masculinity vs femininity, and time orientation. The document then summarizes three research articles analyzing the influence of national cultural challenges on IHRM practices and how cultural differences impact HR policies of multinational companies.
Values and issues in international human resource managementSahiba Chhabra
This document discusses key concepts in international human resource management (IHRM). IHRM deals with HR issues that cross national boundaries or occur outside a company's home country. Global competition and differing business environments across countries have encouraged organizations to develop international HR strategies. There are three main types of international organizations: international corporations, multinational corporations, and global corporations. Some important IHRM issues include complying with international laws, managing cultural diversity, establishing benefits/compensation, and providing training/development. Core values in IHRM include empowerment, transparency, integrity, responsibility, and diversity.
This document discusses international human resource management. It covers topics such as the characteristics of IHRM, the need for a broader perspective when working internationally, different types of expatriate employees, the expatriate assignment life cycle, challenges of expatriate assignments like culture shock and failure, training programs, compensation packages, repatriation processes, and managing a multicultural workforce. The overall purpose seems to be to provide an overview of the key aspects and considerations of international HRM.
The document discusses emerging trends in human resource management. It notes that HR's role is shifting from administrative to strategic in order to help organizations gain a competitive advantage. Specific trends mentioned include the need for continuous employee training due to technological changes. HR will also have to manage a more diverse workforce and develop new policies around performance management, compensation, and employee retention. The role of HR professionals is expanding to include responsibilities like organizational development, career planning, and acting as an agent of change within companies.
This document discusses international human resource management, specifically expatriate management. It covers approaches to staffing expatriates such as recruitment and selection procedures. Factors that contribute to expatriate success and failure are examined. The roles of non-expatriates in international business are also reviewed. Barriers to and advantages of female expatriates are outlined. Trends in global staffing like diversity and dual career couples are mentioned.
This document discusses dual career couples in the context of expatriation. It begins with defining dual career couples as both partners pursuing independent careers, being highly educated with upward career orientations. It then addresses challenges such as social ties between expatriates, stress from linked lives between partners, and issues with trailing spouses. Potential solutions discussed include recruiting candidates considering family life stages, dual career assistance like job placement for spouses, and family-oriented workplace policies around leave, childcare and flexibility. The conclusion emphasizes family readiness and adaptability as key challenges as dual career couples become more common.
Cultural consequences of IHRM on company’s values, behavior, institutions, or...Masum Hussain
This document discusses the cultural consequences of international human resource management practices on companies. It begins with an introduction on globalization and the need for companies to integrate domestic and foreign operations. It then discusses several cultural frameworks for understanding differences in values and practices across countries, including the work of Hall and Hall on high and low context cultures, and Hofstede's five dimensions of national culture: power distance, uncertainty avoidance, individualism vs collectivism, masculinity vs femininity, and long vs short term orientation. The document explores how these cultural theories can provide insights into variations in HR practices across regions. It emphasizes that while cultural theories are useful for understanding differences, they should not deterministically link culture to practices without considering other factors like
pengelolaan manusia di dalam suatu organisasi menjadi lebih penting ditngkatkan. Hal ini terkait dengan terbukanya relasi sosial internasional dalam bisnis dan ketenagakerjaan. Ketermudahan mobilisasi tenaga kerja dari satu kawasan ke kawasan yang lain membuat komunikasi kerja dalam organisasi lebih rumit, di antaranya komunikasi yang berbasis lintas budaya. Salah satu fakta yang ditunjukan adalah munculnya tenaga kerja lintas negara yang biasa disebut sebagai ekspatriat yang memberikan pengaruh luas terhadap kehidupan sosial.
Cultural context of International Human Resource ManagementHamzaHameedLodhi
This document discusses the impact of cultural context on international human resource management. It first defines organizational culture and describes key dimensions of national culture according to various researchers like Kluckhohn & Kroeber, Hofstede, and Trompenaars & Hampden-Turner. These dimensions include power distance, uncertainty avoidance, individualism vs collectivism, masculinity vs femininity, and time orientation. The document then summarizes three research articles analyzing the influence of national cultural challenges on IHRM practices and how cultural differences impact HR policies of multinational companies.
Values and issues in international human resource managementSahiba Chhabra
This document discusses key concepts in international human resource management (IHRM). IHRM deals with HR issues that cross national boundaries or occur outside a company's home country. Global competition and differing business environments across countries have encouraged organizations to develop international HR strategies. There are three main types of international organizations: international corporations, multinational corporations, and global corporations. Some important IHRM issues include complying with international laws, managing cultural diversity, establishing benefits/compensation, and providing training/development. Core values in IHRM include empowerment, transparency, integrity, responsibility, and diversity.
This document discusses international human resource management. It covers topics such as the characteristics of IHRM, the need for a broader perspective when working internationally, different types of expatriate employees, the expatriate assignment life cycle, challenges of expatriate assignments like culture shock and failure, training programs, compensation packages, repatriation processes, and managing a multicultural workforce. The overall purpose seems to be to provide an overview of the key aspects and considerations of international HRM.
The document discusses emerging trends in human resource management. It notes that HR's role is shifting from administrative to strategic in order to help organizations gain a competitive advantage. Specific trends mentioned include the need for continuous employee training due to technological changes. HR will also have to manage a more diverse workforce and develop new policies around performance management, compensation, and employee retention. The role of HR professionals is expanding to include responsibilities like organizational development, career planning, and acting as an agent of change within companies.
This document discusses international human resource management, specifically expatriate management. It covers approaches to staffing expatriates such as recruitment and selection procedures. Factors that contribute to expatriate success and failure are examined. The roles of non-expatriates in international business are also reviewed. Barriers to and advantages of female expatriates are outlined. Trends in global staffing like diversity and dual career couples are mentioned.
This document discusses dual career couples in the context of expatriation. It begins with defining dual career couples as both partners pursuing independent careers, being highly educated with upward career orientations. It then addresses challenges such as social ties between expatriates, stress from linked lives between partners, and issues with trailing spouses. Potential solutions discussed include recruiting candidates considering family life stages, dual career assistance like job placement for spouses, and family-oriented workplace policies around leave, childcare and flexibility. The conclusion emphasizes family readiness and adaptability as key challenges as dual career couples become more common.
The document discusses different approaches that multinational companies (MNCs) use for international recruitment. It describes four main approaches: ethnocentric, polycentric, region-centric, and geocentric. The ethnocentric approach involves recruiting from the parent country. The polycentric approach focuses on recruiting locally from host countries. The region-centric approach recruits from the region where subsidiaries are located. Finally, the geocentric approach recruits the most suitable candidates globally regardless of nationality. The document provides details on when each approach may be preferred.
International HRM involves managing human resources across multiple countries. It includes activities like staffing, recruitment, expatriate management, training, performance management, and compensation. Managing international human resources presents additional challenges compared to domestic HRM, such as increased risks, regulatory complexities, and managing cultural differences. The key aspects of international HRM are staffing, recruitment and selection of expatriates, managing expatriate adjustment, training employees across cultures, performance management of expatriates, developing compensation packages, and adhering to different regulatory frameworks across countries.
This document discusses international human resource management (IHRM). IHRM involves managing human resources across national borders and includes typical HR functions like recruitment, selection, and training, as well as expatriate management. The objectives of IHRM are to create a local appeal while maintaining a global identity, increase cultural awareness among global managers, and provide country-specific training. IHRM is needed to manage expatriates, address globalization, and effectively utilize talent across offices. Common IHRM strategies include ethnocentric, polycentric, and geocentric staffing policies. IHRM differs from domestic HR in its international scope and additional complexities from external cultural and institutional factors.
The LMX theory focuses on the quality of the relationship between leaders and individual subordinates rather than groups. It recognizes that leaders form two types of relationships - an in-group who receive special treatment and privileges in exchange for high performance, and an out-group who only meet basic expectations. High-quality leader-member relationships are created through trust, respect, empathy and persistence, and result in greater employee satisfaction, performance and retention. While LMX emphasizes the importance of individualized relationships, it has been criticized for potentially creating unfairness and not fully explaining how to develop high-quality exchanges.
This document provides an overview of key topics in international human resource management (IHRM). It defines IHRM and discusses the differences between domestic and global HRM. Some of the main challenges of IHRM include complying with different countries' labor laws, acquiring and retaining talent internationally, developing leaders who can adapt to different cultural contexts, and balancing local and corporate priorities. The document also outlines different strategic approaches companies can take to IHRM, such as ethnocentric, polycentric, and geocentric policies, and discusses some common barriers to effective global human resources management.
Concept and role of culture in International human resource managementSundar B N
Culture plays a major role in international human resource management (IHRM). There are different cultural predispositions that multinational companies take when operating internationally, including ethnocentrism, policentricism, geocentricism, and regiocentricism. It is important for IHRM managers to be aware of cultural differences between countries and adapt practices accordingly to avoid issues like cultural shock. Proper cultural awareness can help companies avoid failures when expanding internationally.
International human resource managementrhimycrajan
This document discusses international human resource management. It begins by defining IHRM and explaining why global organizations develop international HR strategies due to factors like global competition and differences in business environments across countries. It then describes four types of international organizations and discusses some key aspects of IHRM like differences between domestic and international HRM, external factors that influence IHRM, and common IHRM practices such as international staffing, training for international assignments, repatriation, and compensation considerations. The document concludes that understanding cultural differences and workforce issues is important for HR managers and success in global business situations.
The document discusses several key challenges in international performance management:
1) There are challenges in measuring performance across different subsidiaries and countries due to variations in environments, criteria validity, data uniformity, and cultural adjustments.
2) When appraising expatriates, it is important to consider their organizational role expectations, as well as the expectations of the parent company and host subsidiary, which can conflict.
3) Effective performance appraisal of foreign employees should consider their role beyond just tasks, and look at leadership, interpersonal skills, cultural adaptation, and how they meet the needs of multiple organizations.
This document provides an overview of international human resource management (IHRM). It defines IHRM and discusses its key functions such as recruitment, selection, training, and performance appraisal at the international level. It also describes the types of employees managed under IHRM - home country, host country, and third country nationals. The document further discusses important IHRM concepts like expatriates, different IHRM strategies (ethnocentric, polycentric, geocentric), risks associated with IHRM, and the relationship between organizational structure and HRM.
Expatriate training and development is becoming a critical part of human resources for firms competing globally. Many multinational companies have established their own training centers and universities to develop employees' skills and provide cultural awareness programs before international assignments to better assist with adjusting to new cultures abroad. The training focuses on creating cultural awareness, learning the host country's language, and practical assistance to help expatriates and their families rapidly adapt to unexpected events when taking up roles in other countries.
The document discusses various components of international compensation packages. It begins by defining compensation and its objectives. It then covers principles of compensation, approaches in different countries, factors influencing compensation amounts, and theories of compensation. The document also discusses base salary, incentives, allowances, taxes, retirement benefits, and other typical components of an international compensation package. It notes challenges around managing compensation globally due to exchange rates, cost of living differences, and other complexities.
The document discusses several challenges in international human resource management (IHRM) such as managing talent, leadership development, and globalization. It outlines 8 critical HR challenges and 5 key steps that companies can take to make the best IHRM decisions. Finally, it covers various topics related to IHRM practices including international assignments, organizational structures, and personal and professional profiles.
Developing international staff and multinational teamsRamrao Ranadive
This document discusses developing international staff and multinational teams. It identifies four categories of global assignments: technical, functional/tactical, developmental/high potential, and strategic/executive. Training and development in international human resource management is important for acquiring and transferring knowledge, managing foreign subsidiaries, filling staffing needs, maintaining communication and coordination between subsidiaries and headquarters, and developing global leadership competence. The training requirements for an assignment depend on the roles and responsibilities, tenure, staffing trends and orientations, and the extent of control and coordination by the parent company. Effective training focuses on cross-cultural training, orientation to the unit's approach, and preparatory or post-assignment training.
Staffing recruitment and selection of INTERNATIONAL HUMAN RESOURCES MANAGEMENTAparrajithaAriyadasa
In staffing in international business, HR managers must determine when or where to expatriation. Expatriate workers are frequently assigned to key positions in overseas operations. Human resource managers must also decide on the issue of compensation. The compensation of expatriate workers must be examined along with compensation of local workers and the compensation of workers in the home country. Differences in compensation packages have significant implications on staffing success, expatriate performance and business performance. HR managers must also address the issue of repatriation. Repatriation happens when the worker needs to come back to the home country, usually to continue working for the company. Repatriation also happens when the expatriate worker retires. These issues have significant effects on the perspectives and performance of expatriate workers and local workers, and the effectiveness of IHRM in staffing.
The document discusses international human resource management (IHRM). IHRM involves procuring, allocating, and utilizing human resources across international businesses. Key aspects of IHRM include managing expatriates, adapting to globalization, and effectively using employees in corporate offices and foreign plants. IHRM models involve various HR activities and types of employees from home, host, and third countries. Characteristics include more HR activities, a broader perspective, and external influences.
This document discusses global human resource management practices in international business. It defines human resource management and its key activities like staffing, performance evaluation, compensation, etc. It explains the importance of aligning HRM with a firm's strategy and goals. Global HRM differs from domestic HRM due to factors like varied labor markets, management styles, compensation practices and laws across countries. The document then discusses key issues in global HRM like staffing management posts, developing multinational managers, compensation practices, and performance evaluation across countries. It explains the strategic role of HRM in implementing organizational structure, incentives, people management, processes and culture. The document also covers staffing policies like ethnocentric, polycentric and geocentric
International human resource management (IHRM) refers to managing human resources across international boundaries. Major activities of IHRM include human resource planning, recruitment, selection, orientation, placement, training and development, remuneration, and performance evaluation across subsidiaries in different countries. Countries are categorized as home countries where headquarters are located, host countries where subsidiaries are located, and third countries which are sources of finance and human resources. The three types of employees in IHRM are home country nationals from the headquarters country, host country nationals from the subsidiary country, and third country nationals from neither the headquarters nor subsidiary countries.
The document discusses emerging issues impacting human resources management. It outlines sessions that will discover global trends affecting HRM, describe their impact on organizations, and develop an appreciation for how HRM is changing to support organizational strategy. Globalization, technology, economic changes, workforce diversity, quality management, and talent wars are emerging issues that are changing the role of HRM. HR managers must help organizations adapt to a more global, diverse, and mobile workforce with new skills in a complex environment with pressure to reduce costs.
This document discusses the emerging challenges in human resource management (HRM). It identifies several key challenges facing HRM professionals, including globalization, workforce diversity, technological advances, changes in the political and legal environment, changes in the economic environment, and increased mobility of professional personnel. The document then discusses various methods that HRM can use to overcome these challenges, such as cross-cultural training, technological and information training for HR staff, motivating employees through both financial and non-financial means, and implementing proper performance evaluation and career development systems.
Uday salunkhe managing work force diversityudaysalunkhe
This article talks about managing work force diversity within the organisation. It has been co- authored by Dr. Uday Salunkhe, Director of the prestigious Welingkar Institute of Management and Research.
The document discusses different approaches that multinational companies (MNCs) use for international recruitment. It describes four main approaches: ethnocentric, polycentric, region-centric, and geocentric. The ethnocentric approach involves recruiting from the parent country. The polycentric approach focuses on recruiting locally from host countries. The region-centric approach recruits from the region where subsidiaries are located. Finally, the geocentric approach recruits the most suitable candidates globally regardless of nationality. The document provides details on when each approach may be preferred.
International HRM involves managing human resources across multiple countries. It includes activities like staffing, recruitment, expatriate management, training, performance management, and compensation. Managing international human resources presents additional challenges compared to domestic HRM, such as increased risks, regulatory complexities, and managing cultural differences. The key aspects of international HRM are staffing, recruitment and selection of expatriates, managing expatriate adjustment, training employees across cultures, performance management of expatriates, developing compensation packages, and adhering to different regulatory frameworks across countries.
This document discusses international human resource management (IHRM). IHRM involves managing human resources across national borders and includes typical HR functions like recruitment, selection, and training, as well as expatriate management. The objectives of IHRM are to create a local appeal while maintaining a global identity, increase cultural awareness among global managers, and provide country-specific training. IHRM is needed to manage expatriates, address globalization, and effectively utilize talent across offices. Common IHRM strategies include ethnocentric, polycentric, and geocentric staffing policies. IHRM differs from domestic HR in its international scope and additional complexities from external cultural and institutional factors.
The LMX theory focuses on the quality of the relationship between leaders and individual subordinates rather than groups. It recognizes that leaders form two types of relationships - an in-group who receive special treatment and privileges in exchange for high performance, and an out-group who only meet basic expectations. High-quality leader-member relationships are created through trust, respect, empathy and persistence, and result in greater employee satisfaction, performance and retention. While LMX emphasizes the importance of individualized relationships, it has been criticized for potentially creating unfairness and not fully explaining how to develop high-quality exchanges.
This document provides an overview of key topics in international human resource management (IHRM). It defines IHRM and discusses the differences between domestic and global HRM. Some of the main challenges of IHRM include complying with different countries' labor laws, acquiring and retaining talent internationally, developing leaders who can adapt to different cultural contexts, and balancing local and corporate priorities. The document also outlines different strategic approaches companies can take to IHRM, such as ethnocentric, polycentric, and geocentric policies, and discusses some common barriers to effective global human resources management.
Concept and role of culture in International human resource managementSundar B N
Culture plays a major role in international human resource management (IHRM). There are different cultural predispositions that multinational companies take when operating internationally, including ethnocentrism, policentricism, geocentricism, and regiocentricism. It is important for IHRM managers to be aware of cultural differences between countries and adapt practices accordingly to avoid issues like cultural shock. Proper cultural awareness can help companies avoid failures when expanding internationally.
International human resource managementrhimycrajan
This document discusses international human resource management. It begins by defining IHRM and explaining why global organizations develop international HR strategies due to factors like global competition and differences in business environments across countries. It then describes four types of international organizations and discusses some key aspects of IHRM like differences between domestic and international HRM, external factors that influence IHRM, and common IHRM practices such as international staffing, training for international assignments, repatriation, and compensation considerations. The document concludes that understanding cultural differences and workforce issues is important for HR managers and success in global business situations.
The document discusses several key challenges in international performance management:
1) There are challenges in measuring performance across different subsidiaries and countries due to variations in environments, criteria validity, data uniformity, and cultural adjustments.
2) When appraising expatriates, it is important to consider their organizational role expectations, as well as the expectations of the parent company and host subsidiary, which can conflict.
3) Effective performance appraisal of foreign employees should consider their role beyond just tasks, and look at leadership, interpersonal skills, cultural adaptation, and how they meet the needs of multiple organizations.
This document provides an overview of international human resource management (IHRM). It defines IHRM and discusses its key functions such as recruitment, selection, training, and performance appraisal at the international level. It also describes the types of employees managed under IHRM - home country, host country, and third country nationals. The document further discusses important IHRM concepts like expatriates, different IHRM strategies (ethnocentric, polycentric, geocentric), risks associated with IHRM, and the relationship between organizational structure and HRM.
Expatriate training and development is becoming a critical part of human resources for firms competing globally. Many multinational companies have established their own training centers and universities to develop employees' skills and provide cultural awareness programs before international assignments to better assist with adjusting to new cultures abroad. The training focuses on creating cultural awareness, learning the host country's language, and practical assistance to help expatriates and their families rapidly adapt to unexpected events when taking up roles in other countries.
The document discusses various components of international compensation packages. It begins by defining compensation and its objectives. It then covers principles of compensation, approaches in different countries, factors influencing compensation amounts, and theories of compensation. The document also discusses base salary, incentives, allowances, taxes, retirement benefits, and other typical components of an international compensation package. It notes challenges around managing compensation globally due to exchange rates, cost of living differences, and other complexities.
The document discusses several challenges in international human resource management (IHRM) such as managing talent, leadership development, and globalization. It outlines 8 critical HR challenges and 5 key steps that companies can take to make the best IHRM decisions. Finally, it covers various topics related to IHRM practices including international assignments, organizational structures, and personal and professional profiles.
Developing international staff and multinational teamsRamrao Ranadive
This document discusses developing international staff and multinational teams. It identifies four categories of global assignments: technical, functional/tactical, developmental/high potential, and strategic/executive. Training and development in international human resource management is important for acquiring and transferring knowledge, managing foreign subsidiaries, filling staffing needs, maintaining communication and coordination between subsidiaries and headquarters, and developing global leadership competence. The training requirements for an assignment depend on the roles and responsibilities, tenure, staffing trends and orientations, and the extent of control and coordination by the parent company. Effective training focuses on cross-cultural training, orientation to the unit's approach, and preparatory or post-assignment training.
Staffing recruitment and selection of INTERNATIONAL HUMAN RESOURCES MANAGEMENTAparrajithaAriyadasa
In staffing in international business, HR managers must determine when or where to expatriation. Expatriate workers are frequently assigned to key positions in overseas operations. Human resource managers must also decide on the issue of compensation. The compensation of expatriate workers must be examined along with compensation of local workers and the compensation of workers in the home country. Differences in compensation packages have significant implications on staffing success, expatriate performance and business performance. HR managers must also address the issue of repatriation. Repatriation happens when the worker needs to come back to the home country, usually to continue working for the company. Repatriation also happens when the expatriate worker retires. These issues have significant effects on the perspectives and performance of expatriate workers and local workers, and the effectiveness of IHRM in staffing.
The document discusses international human resource management (IHRM). IHRM involves procuring, allocating, and utilizing human resources across international businesses. Key aspects of IHRM include managing expatriates, adapting to globalization, and effectively using employees in corporate offices and foreign plants. IHRM models involve various HR activities and types of employees from home, host, and third countries. Characteristics include more HR activities, a broader perspective, and external influences.
This document discusses global human resource management practices in international business. It defines human resource management and its key activities like staffing, performance evaluation, compensation, etc. It explains the importance of aligning HRM with a firm's strategy and goals. Global HRM differs from domestic HRM due to factors like varied labor markets, management styles, compensation practices and laws across countries. The document then discusses key issues in global HRM like staffing management posts, developing multinational managers, compensation practices, and performance evaluation across countries. It explains the strategic role of HRM in implementing organizational structure, incentives, people management, processes and culture. The document also covers staffing policies like ethnocentric, polycentric and geocentric
International human resource management (IHRM) refers to managing human resources across international boundaries. Major activities of IHRM include human resource planning, recruitment, selection, orientation, placement, training and development, remuneration, and performance evaluation across subsidiaries in different countries. Countries are categorized as home countries where headquarters are located, host countries where subsidiaries are located, and third countries which are sources of finance and human resources. The three types of employees in IHRM are home country nationals from the headquarters country, host country nationals from the subsidiary country, and third country nationals from neither the headquarters nor subsidiary countries.
The document discusses emerging issues impacting human resources management. It outlines sessions that will discover global trends affecting HRM, describe their impact on organizations, and develop an appreciation for how HRM is changing to support organizational strategy. Globalization, technology, economic changes, workforce diversity, quality management, and talent wars are emerging issues that are changing the role of HRM. HR managers must help organizations adapt to a more global, diverse, and mobile workforce with new skills in a complex environment with pressure to reduce costs.
This document discusses the emerging challenges in human resource management (HRM). It identifies several key challenges facing HRM professionals, including globalization, workforce diversity, technological advances, changes in the political and legal environment, changes in the economic environment, and increased mobility of professional personnel. The document then discusses various methods that HRM can use to overcome these challenges, such as cross-cultural training, technological and information training for HR staff, motivating employees through both financial and non-financial means, and implementing proper performance evaluation and career development systems.
Uday salunkhe managing work force diversityudaysalunkhe
This article talks about managing work force diversity within the organisation. It has been co- authored by Dr. Uday Salunkhe, Director of the prestigious Welingkar Institute of Management and Research.
International Human Resource Management (IHRM) refers to the management of human resources in a multinational organization. It involves various activities such as recruitment, selection, training, compensation, and performance management of employees across different countries and cultures.
IHRM is crucial as it deals with the challenges and complexities of managing a diverse workforce in multiple locations. It requires understanding and adapting to different labor laws, cultural norms, language barriers, and economic conditions.
Here are some links that provide more information on International HRM:
Society for Human Resource Management (SHRM) - International HR: https://www.shrm.org/hr-today/trends-and-forecasting/research-and-surveys/pages/international-hr.aspx
International Journal of Human Resource Management: https://www.tandfonline.com/loi/rijh20
The Society for International Human Resource Management (SIHRM): https://www.sihrm.org/
International HRM: Managing People in a Multinational Context (Book): https://www.amazon.com/International-HRM-Managing-Multinational-Context/dp/0415710522
Please note that International HRM is a broad topic, and there are numerous resources available online and in academic journals that delve deeper into specific aspects of this field.
This document discusses a module on the effects of national culture on business and human resource management practices. It provides an overview of the module structure and topics to be covered, including how national cultures differ, the relationship between national culture and business/HRM practices, and strategies for managing a culturally diverse workforce and international assignments. The document emphasizes that national culture must be considered given its effects on organizations and management practices.
Human Resource Management is an offshoot of the management discipline, which emphasis on how to attract, hire, train, motivate and retain employees. Skilled employees become a cause of competitive advantage in this global village, who continually faces the turbulent environmental changes taking place in the business world. The researcher found that Human Resource practices are too important to have an impact on the achievements of organizational objectives in the world of competition
International human resource management involves managing employees across international boundaries. It can be modeled using three dimensions: HR activities, types of employees, and countries. IHRM is more complex than domestic HRM due to factors like diverse cultures, risk exposure, and external influences of different countries. Cultural differences, industry type, reliance on home country market, and senior management attitude moderate differences between domestic and international HRM. Forces of globalization and change require flexible, responsive IHRM strategies to facilitate knowledge sharing and competence transfer.
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Human resource management (HRM) involves managing an organization's workforce, including hiring, training, compensation, and firing. The key aspects of HRM include ensuring the best use of human resources to fulfill organizational and individual goals, as well as managing policies and practices related to people at work. HRM aims to match an organization's needs with the skills and abilities of its employees. It is a critical managerial function that influences employee motivation and productivity. The effective management of human resources is essential for organizational success.
The document summarizes Dr. Shane Hodgson's presentation on sustainable approaches to human resource (HR) management. It defines sustainability and discusses how HR can both promote corporate sustainability goals and ensure the sustainability of the HR function. Specifically, it discusses how HR can: 1) Hire, develop, measure and reward employees for sustainability achievements; 2) Emphasize the strategic relevance of the HR function; and 3) Manage human capital in a sustainable way by supporting employee well-being and communities. The presentation argues that a sustainable HR approach is needed given current economic and environmental challenges.
The document discusses the changing role of human resource management in global organizations. It outlines several theoretical bases that influence how HR functions in different stages of a company's global life cycle and based on the orientation of international executives. As businesses globalize, HR must adapt to new challenges like a diverse workforce, changing work nature/organization, and complex global environments characterized by competition, continuous change, and legal/political diversity. The strategic role of HR depends on the organization's structure and needs to develop skills like global operations, business/finance, strategic thinking, technology use, and change management.
The document discusses the changing role of human resource management in global organizations. It outlines several theoretical bases for how the role of HR is impacted by the stage of globalization a company is in, from domestic to global, as well as the orientation of international executives. The challenges of managing human resources in the complex global environment are also examined, including managing a diverse workforce, changes in the nature of work, and political/legal diversity across countries. Effective HR strategies are needed to address these challenges and ensure organizational competitiveness.
Foreign cultures and level of comfort – a three countries empirical investiga...Alexander Decker
This document summarizes a study that investigated levels of comfort with foreign cultures among employees in Italy, Portugal, and India. A survey was administered to over 800 employees across the three countries to assess their comfort levels across various cultural dimensions. Statistical analyses found significant differences in comfort levels among the three countries, indicating that comfort with foreign cultures varies based on country of origin. The study aimed to develop a conceptual framework for understanding the observed and latent factors that influence intercultural comfort.
Sustainable approaches to hr 20 june2013 v0.2Shane Hodgson
This document summarizes a presentation on sustainable approaches to human resource management. It discusses definitions of sustainability and sustainable HRM. It outlines the role of HR in promoting corporate sustainability through practices like hiring, developing, and rewarding employees for sustainability achievements. It also discusses ensuring the sustainability of the HR function itself and managing human resources in a sustainable way. This includes recruitment, talent management, competency development, and supporting broader sustainability through compensation, diversity promotion, and knowledge management. The presentation emphasizes that HR must take a leading role in developing and implementing sustainability strategies across organizations.
The global context of human resource management- Shambhu PokharelShambhu Pokharel
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Culture in ihrm l3
1. INTERNATIONAL HUMAN
RESOURCES
MANAGEMENT(IHRM)-L3
Aparrajitha Ariyadasa
( B.Sc (J’pura), B.Sc. (OUSL), Post. Grad. Dip. In IP Law(wales), LLM (Colombo)
Lecturer in University of Plymouth (UK), Lymkokwin (Malaysia), SLIIT, ICBT, IICT
University of Cambodia
Attorney-at-Law, Senior Partner ATD Legal Associates (www.atdlegalassociates.com),
atdlegalassociates@gmail.com
12/7/2021
APARRAJITHA ARIYADASA 1
3. WHAT IS CULTURE?
Culture is a word for the 'way of life' of groups
of people, meaning the way they do things.
Different groups may have different cultures.
A culture is passed on to the next generation
by learning, whereas genetics are passed on by
heredity.
4. CULTURE---
Culture can be defined as “the sum total of the beliefs,
rules, techniques, institutions, and artifacts that
characterize human populations” or “the collective
programming of the mind.”
Sociologists generally talk about the socialization process,
referring to the influence of parents, friends, education, and
the interaction with other members of a particular society as
the basis for one’s culture. These influences result in
learned patterns of behavior common to members of a given
society.
As you can see, definitions of culture vary according to the
focus of interest, the unit of analysis, and the disciplinary
approach (psychology, anthropology, sociology, geography,
etc.).
10. CULTURAL PRE DISPOSITION
A predisposition is a tendency to do something.
If you know you have a predisposition toward
getting carsick, better to plan ahead and avoid
eating before a long drive. Things could get
ugly. Predisposition comes from the Latin prae
meaning "before," and disponere meaning "put in
order, arrange, distribute."
11. FACTORS AFFECTING CULTURAL
PREDISPOSITION
Culture is the social value that helps hold the
organizations together. The culture serves us a sense-
making and control mechanism that guides and shapes
the attitudes and behaviours of
employees. Culture enhances the organizational
commitment and increases the consistency of employee
behaviour
12. IMPACT OF CULTURE ON IHRM
Rather than affecting directly, culture has a
moderating effect on organizational practices. ...
Managers implement HRM practices based on
their perceptions of the nature of both the task
and of employees and these perceptions are
rooted in the socio-cultural context of the
employees (Kanungo & Jaeger, 1990).
15. ISSUES RELATING TO CULTURAL DIVERSITY
https://www.youtube.com/watch?v=3AQ7yC5jQ28
A number of studies have been conducted for addressing the issues related to cultural diversity of
employees working for Multinational Corporations (MNCs) operating in South Asian countries.
However, only a few of the studies have looked into the issues related to how culture plays a role in
shaping key Human Resource(HR) practices such as:
compensation policy,
job security,
training and development,
selection and recruitment,
decentralization and teamwork, and
information sharing
16. GLOBAL VILLAGE
For the last two decades, tremendous developments in the
field of telecommunications and transportation have made
the world a “Global Village”.
Globalization has opened the door of opportunities for an
increasing number of corporations to cross their national
boundaries and expand their market share, reduce costs and
enhance efficiency.
International movements of goods and services have grown
exponentially to US$ 7.9 trillion (Ulrich & Brockbank, 2005
17. TRADE BARRIERS
). Trade Barriers have decreased significantly with the emergence of
free trade zones in Asia,
Europe and North America, which include the
Asia Pacific Economic Forum (APEC),
Association of Southeast Asian Nations (ASEAN),
European Union (EU),
North American Free Trade Agreement (NAFTA), and
South Asian Association for Regional Cooperation (SAARC).
At current growth rates, trade between nations will exceed total
commerce within nations by 2015 (Daft, 1997
18. ISSUES FOR IHR MANAGERS
). Despite the reduction in trade barriers to entering new
international markets there are still numerous complexities.
International managers who manage Multinational Corporations
(MNCs) today face an external environment that is fast
changing, complex, uncertain and vigorously competitive
(Thomas, 2002).
Internationalization of a company’s operations can result in
developing a competitive advantage but only under certain
conditions (Friedman, 2007)..
20. GLOBAL PRESENCE
Gupta and Govindarajan (2001) for example, assert that a global
presence will translate into competence only when a company
integrates local market differences, realizes global economies
of scale, and effectively transfers knowledge and technology
across borders.
However, issues involving managing diverse groups within the
workforce are a complex and delicate matter.
Without significant understanding of the different
organizational and socio-economic and cultural factors, MNCs
may not succeed in taking full advantage of available resources
and opportunities
21. MAJOR CHALLENGES WITH MNC’S
The major challenge for MNCs operating in different
markets is therefore to adapt to these different socio-
economic and cultural contexts (Tayeb, 1998).
It has been already been accepted both in domestic
and international markets that employees can be an
important source of competitive advantage for
corporations (Peteraf, 1993).
22. Therefore, it is critical that corporations adopt Human
Resources Management (HRM) policies and practices that
utilize the particular employees‟ potential to the fullest
(Boxall & Purcell, 2000; Grant, 1996).
Thorough recruitment and selection processes, effective
compensation systems, extensive training and
development activities, adequate job satisfaction and
employment security all impact positively on the overall
business and performance of a corporation
23. It has also been found that if HRM is linked to the overall
business of a company, it may further enhance the
performance of the company (Pfeffer, 1998).
Moreover, due to the complexity of managing people from
different socio-economic and cultural background, it is argued
that the way global employees are managed will also have a
significant impact on a firm‟s economic outcome (Bjorkman &
Xiucheng, 2002).
However, it has been noted that few organizations know how
to manage HR effectively in a dynamic international
environment because best practices in one context do not
always translate to other contexts with differing socio-
economic conditions and cultures (Chilton, 1993).
24. IMPACT OF CULTURAL FACTORS
Impact of Cultural Factors on HR Practices Human Resources (HR) are
usually considered as one of the most valuable assets in an organization,
but only few organizations generate real benefit out of this resource
(Pfeffer, 1998).
The resource-based view of the firm poses that superior performance is
the result of the proper and timely mix of corporate resources including
HR.
It follows then that Human Resource Management (HRM) practices may
lead to higher firm performance and act as a source of long-lasting
competitive advantage because these practices are usually ambiguous,
often unique and difficult to imitate (Wright, Duford & Snell, 2001to
maximize the outcome
25. ). However, a growing body of empirical research
has found that HRM practices are not always a
source of sustained competitive advantage unless
they are aligned with cultural and other
contextual factors arising from the global
operating environment of MNCs (Ahmad &
Schroeder, 2003).
Globalization has accelerated the transfer of not
only product and services, but also corporate
management practices.
26. The transfer of HRM practices occurs mostly from developed
countries to developing ones (Aycan, 2005).
MNCs operating in many countries with different socio-economic and
cultural orientations face serious challenges in implementing
Western HRM practices in the developing countries (Jaeger &
Kanungo, 1990).
Effective implementation of HRM practices is largely dependent on
the extent to which the practices are perceived to be appropriate
by managers and their subordinates (Eveg & Eqile, 1993).
Therefore, a thorough understanding of the cultural and other
contextual elements where HRM practices are being implemented is
required in order
27. . Despite the general applicability of HRM
theories, HRM practices carry a significant
amount of local flavors.
In any particular nation, HRM practices will be
rooted in the country’s historical, political, social
and political differences (Tanure & Duarte, 2005).
Tayeb (1998) claims that, as opposed to universal
aspects, locally meaningful aspects of HRM are
based on employees‟ work-related values and
attitudes.
28. These deep rooted values and attitudes have a strong
association with the employees‟
occupational,
cultural and
social backgrounds.
In other words, these values are rooted in their societies.
Due to the deep anchoring of HRM practices in the
historical, political, economic, social and cultural
environment of a country, the import or transfer of these
practices from developed to the developing countries may
produce unexpected results (Tanure and Duarte, 2005).
29. EU
This can be seen in many East European countries,
where despite both ownership and management
changes in many big firms as a result of economic
liberalization in the 1990s, HR practices remained
almost unchanged because the legacy of the
previous institutional environment continued to
play an influential role in the successful operations
of these corporations (Taplin & Frege 1999).
30. The relationship between contextual elements, especially
culture and organizational practices, has opened several avenues
for research investigation.
General systems theory,
societal effect theory and institutional theory offer useful
explanations about the ways in which social and organizational
contexts influence HRM practices in organizations (Jackson &
Schuler, 1995).
Tayeb (1995) suggested that the „what‟ question in HRM might
be universal, but the „how‟ question is definitely culturally
specific
31. CULTURAL EFFECT
https://www.youtube.com/watch?v=sg_YIqqprB4
(Intercultural awareness)
Gestures
https://www.youtube.com/watch?v=qCo3wSGYRbQ
Rather than affecting directly, culture has a moderating
effect on organizational practices.
Even though contingent factors help determine the
organizational structure, culturally driven preferences
influence the selection of appropriate practices (Child, 1981).
32. Managers implement HRM practices based on their
perceptions of the nature of both the task and of
employees and these perceptions are rooted in the
socio-cultural context of the employees (Kanungo &
Jaeger, 1990).
A number of studies have been conducted exploring this
relationship between employees‟ cultural orientations
and organizational HRM practices (Aycan, 2005).
33. Sparrow and Wu (1998) used the cultural orientation framework
to predict HRM preferences of Taiwanese employees.
Nyambegara et al. (2000) used the cultural orientation
framework to explore the impact of cultural orientations on
individual HRM preferences in the Kenyan context.
Both studies concluded that a significant relationship exists
between employees‟ cultural orientations and their preference
for particular HRM practices.
The study presented here, in particular, will explore the
relationship between Bangladesh employees‟ cultural
orientations and organizational HRM practices.
34. Salient HRM Practices A growing body of empirical
research has examined the effect of HRM practices
on organizational performance (Vlachos, 2008).
The list of HR practices that can affect employees‟
individual, as well as the organizations‟ performance
either independently or in bundles is quite long.
However, not every HR practice can be a source of
sustained competitive advantage (Ahmad &
Schroeder, 2003; Cardon & Stevens 2004; Guest
1997).
35. In order to examine the effect of HR practices on
employee and organizational performance in the
Bangladeshi context, we have chosen to examine the
key HRM practices as proposed by Pfeffer (1998),
Ahmad and Schroeder (2003) and Aycan (2005):
recruitment and selection,
job security, training and development,
decentralization/teamwork,
information sharing and compensation policy.
36. A number of studies have been conducted in
different settings to test the relationships
between the stated HR practices and
organizational performance.
Many studies have found that significant
relationships exist between the stated HR
practices and organizational performance
(Vlachos, 2008).
37. Ahmad and Schroeder (2003) conducted a study
to generalize the findings of impact of HR
practices proposed by Pfeffer (1998) on
operations management across countries and
industries.
Their findings provide overall support for
Pfeffer’s proposed HR practices. The following
sections discuss each of these practices and
what influence culture may have on them.
38. It is then suggested that this can potentially assist the
managers of MNC to successfully implement effective HR
practices across the identified multicultural context.
Compensation Policy: Performance-based compensation is one
of the most important HR practices that companies use to
evaluate and reward employees (Colin & Clark, 2003).
Many studies have found that there is a positive link between
performance-based compensation and employees‟ performance
(Cardon & Stevens, 2004).
Empirical studies on the relationship between performance
related pay and company performance have also found a
positive relationship (Singh, 2005).
39. performance-based compensation and
merit-based promotion
Uen and Chien (2004) identified performance-
based compensation and merit-based promotion
as ingredients in company‟s incentive systems
that encourage employees‟ performance and
higher commitment level. Culture however, can
have a very significant moderating effect on an
organization‟s compensation and reward policy.
40. high performance and low power
distance cultures
Unlike the high performance and low power distance cultures, in
the high power distance cultures, wage and salary determination is
based on the subjective evaluations of managers who reserve the
right to assign differential salaries to employees recruited for the
same job (Mendonca & Kanungo, 1994). Performance-reward
contingency is found to be lower in high power distance cultures
(Aycan, 2000). Moreover, in high power distance cultures, reward
allocation is based on criteria other than performance such as
seniority or being on good terms with the management (Hui & Luk,
1997; Leung, 1997).
41. Seniority based compensatio
Seniority based compensation is also associated with high level
of uncertainty avoidance (Scheler & Pasovky, 1998). Bangladeshi
culture is characterized by high power distance and low
performance orientation. Hence, we propose: Proposition
1: In the Bangladeshi context, employees do not resist the fact
that differential salaries and benefits are paid to different
employees based on subjective decisions of the top
management rather than paying salaries and benefits based on
a structured compensation policy.
42. Individualism and collectivism
Individualism and collectivism can also play an important
role in deciding what kind of reward system a company
should adopt.
As opposed to a focus on individual performance and the
related pay-for-performance system, in collectivistic
cultures, there is a strong emphasis on group-based
rewards (Glushinos, 1988).
43. collectivistic cultures
As individual differences are downplayed in
collectivistic cultures, the „equality‟ principle in
compensation and reward systems is very
significant (Aycan, 2005).
Indirect compensation which includes benefits and
allowances offered by an organization is also
subject to cross-cultural variations.
44. COLLECTIVISM
Hao and Von Glinow (1995) found a strong positive correlation
between collectivism and flexible benefit plans.
Preferred benefits for collectivist cultures include welfare programs
such as contribution to children education fund, housing loan, etc
(Sparrow and Budhwar, 1997).
Since Bangladeshi people have a very collectivist culture, we
propose:
Proposition 2: In the Bangladeshi context, employees prefer group-
based flexible benefits plans as incentives rather than individual
rewards.
Job Security: In today‟s fiercely competitive world where
employees are hired and fired instantly based on a company‟s needs
45. JOB SECURITY
job security has emerged as one of the most important issues to
employees around the world. Job security helps to create an
environment of confidence among employees which reinforces their
commitment to the company (Pfeffer, 1998).
When companies do provide job security, it can have a positive
impact on the companies‟ performance. This relates to the notion
that job security both increases an employee‟s commitment, and has
a significant effect on an employee‟s level of motivation as well
(Nohria et al., 2008).
Ahmad and Schroeder (2003) found that job security also affects
operational performance of an organization indirectly through
organizational commitment. In their
46. RUSSIA- JOB SECURITY
study of 101 foreign companies operating in Russia, Fey et al. (2000) also
found that job security improves company performance.
Delery and Doty (1996) studied the US banking sector and found significant
support for a positive relationship between job security and organizational
performance (Vlachos, 2008).
In high uncertainty avoidance cultures, job security is particularly
important to the employees because they want to avoid the risk of losing
their jobs.
In collectivist cultures, losing a job is considered as a discredit to the
employees.
47. MOTIVATION AND JOB SECURITY
Most of the time, the cause of the job loss is irrelevant to other
members of the group. Hence, in the collectivist cultures,
employees are often motivated to put considerable effort in
their jobs to make sure that they are not fired or laid off.
Considering the high uncertainty avoidance and collectivist
nature of the Bangladeshi culture,
we propose: Proposition 3: In the Bangladeshi context, job
security is one of the most important elements for employee
motivation. People put considerable effort into making sure
that their job is secure.
48. TRAINING AND DEVELOPMENT
Training and Development: Training and development activities have been
identified as crucial to organizational growth and survival in today‟s
competitive world (Dee Saa-Davis, 2006).
Training programs increase employee skills, which has a direct impact on
employee productivity (Huselid, 1995). In addition, training is an effective
way to overcome the factors that decrease employee job performance and
satisfaction (Xiao, 1996).
Like job security, training and development requires a certain degree of
reciprocity: a company that continuously trains and develops its employees
is actually increasing the market value of its employees, which affects
employees‟ productivity, commitment and may decrease the motivation to
quit the company (Vlachos, 2008).
49. TRAINING AND DEVELOPMENT ACTIVITIES
Organizational training and development activities vary
significantly based on the cultural contexts.
Unlike the high performance oriented cultures where
training and development are primarily geared towards
improving individual or group performance, in collectivist
cultures, such activities serve an additional purpose,
which is to increase loyalty and commitment to the
organization (Aycan, 2005
50. ISTRAINING AND DEVELOPMENT FOR
MOTIVATION
). Wong et al. (2001) reported that by providing training to their
employees, Chinese companies instilled the perception that the
companies treated the employees well.
This perception, in turn, stimulated the need to pay back the favor
by working hard and staying committed to the company. In such
contexts, training and development is used as a tool to motivate
employees and reward them for their loyalty and commitment
(Sinha, 1997; Tsang, 1994).
Given the fact that Bangladesh is a collectivist and to some extent a
low performance oriented culture, THE PROPOSAL propose:
51. Proposition 4: In the Bangladeshi context,
providing adequate training not only equips the
employees with necessary knowledge and skills
to perform their assigned duties but also makes
the employees more loyal and committed to the
company due to the perception that the
company has done them a favor by allowing
them to get adequate training. Content and
methods of training also varies across cultures.
52. To achieve effectiveness in training, training programs should fit
with employees cognitive abilities.
Savvas et al. (2000) proposed that cross-cultural variation in
cognitive style has to be taken into consideration in designing
appropriate training.
Earley (1994) found that individualism and collectivism have a
significant impact on the way employees receive and use
information used during training sessions. To suit Bangladeshi
employees‟ cultural orientation, we propose:
Proposition 5: In the Bangladeshi context, employee training
programs should be tailored to suit employees‟ cultural
orientation rather than applying the same methods used in other
contexts.
53. SELECTION AND RECRUITMENT
Selection and Recruitment: In the HRM system, the selection and
recruitment process has an important place. Proper selection
and recruitment processes can ensure that the right people,
with desirable characteristics and knowledge, are in the right
place, so that they fit with the culture and climate of the
organization (Aycan, 2005).
In addition, identifying the right employees in the first place
can decrease the cost of employees‟ training and development.
In addition, companies have to attract skillful employees whose
values and goals are consistent with the company.
54. RECRUITMENT AND SELECTION
Criteria that are used in recruitment and selection
process are usually culture-bound (Aycan, 2005) and can
widely vary across cultures. Cultural contexts may also
determine the preference for external or internal
recruitment.
In some cultures, internal hiring and promotions are
preferred to ensure loyalty and commitment to the
company (Bian & Aug, 1997).
55. COLLECTIVIST CULTURES
A study conducted by Bjorkmand and Lu (1999) found that it is
extremely difficult for externally recruited employees to get into
strong social networks in collectivist cultures and cope with the
resentment of and resistances to their appointment when an
internal candidate is supported.
In the high uncertainty avoidance cultures, organizations prefer
internal hiring to maintain the status quo (Aycan, 2005).
In the collectivist cultures, word-of mouth is a common method
of announcing job openings where in-group members are usually
supported by other group members for the position (Lu, 1999).
56. Since Bangladeshi culture is characterized
by high collectivism and uncertainty
avoidance,
we propose: Proposition
6: In the Bangladeshi context, employees
prefer the companies to hire new
employees through internal advertisement
and references rather than hiring
externally through open competition.
57. Decentralization and Teamwork:
Decentralization and Teamwork: Decentralization
and teamwork are critical to organizational
competitiveness and innovativeness (Lau & Ngo,
2004; Mivvis, 1997).
Team activities not only improve cooperation and
communication among employees, they also
create an appropriate work culture (Kaya, 2006).
58. In most contemporary organizations more and more
employees are required to work in teams and make joint
decisions to meet team and organizational goals (Aycan,
2005).
Ahmad and Schroeder (2003) assert that effective team
working requires professional people skills, including a deep
understanding of aptitudes, abilities, and personal traits of
team members.
Tata and Prasad (2004) found that decentralization and
teamwork promotes employee commitment and creates a
sense of attachment to the organization
59. . A number of studies identified decentralization
and teamwork as important high-performance
HRM practices (Pfeffer, 1998; Wagner, 1994,
Singer & Daval, 2000).
In a study of differential outcomes of team
structures for workers, supervisors and middle
managers in a large telecommunications
company, Butt (2004) found that participation in
decentralized teams was associated with
significantly higher level of employment security
and satisfaction for workers
60. Like other HR practices, the cultural
context of an organization can
significantly affect the level of
decentralization and teamwork within
the organization.
In collectivistic and high power
distance cultures, employees are more
prone to teamwork and decentralized
decision making (Aycan, 2005).
61. On the other hand, in individualistic and low power
distance cultures, employees prefer individual
performance rather than groupwork and they expect
individual reward and recognition for their performance
(Aycan, 2005, Kaya, 2006).
Bangladeshi culture is characterized by collectivism and
high power distance which are ideal characteristics for
fostering decentralization and teamwork. Therefore,
we propose: Proposition 7: In the Bangladeshi context,
employees prefer teamwork and decentralized decision
making.
62. INFORMATION SHARING
Information Sharing: Information sharing has emerged
as a significant HR practice in contemporary
organizations.
Sharing information on both the individual and
company performance fosters organizational openness.
This in turn enhances loyalty and trust of the
employees to the company which results in enhanced
motivation and co-operative behaviors (Grzelak, 1988;
Stone, 1998).
63. Aycan (2000) asserts that communicating
performance data on a routine basis help
employees to improve and develop. In the
absence of any feedback, employees may
perceive to have a satisfactory performance
when in reality they don‟t (Choe et al., 1999).
Besides, information sharing leads to
organizational transparency that helps to
enhance employee commitment and reduce
turnover (Ahmad & Schroeder, 2003).
64. POSITIVE ASSOCIATION BET INFO.
SHARING ---
In his study, Morishimo (1991) found a positive association between
information sharing, and productivity and profitability. Information
sharing is however not as widespread as might be expected (Kaya, 2006).
In particular culture plays an important role in fostering or hindering
sharing of information.
In the high power distance cultures, company top managers are
reluctant to share critical information with their subordinates because,
they think, with more information employees can become more powerful
and companies may lose control of them (Pfeffer, 1998).
65. However, in low power distance and performance
oriented cultures sharing of information appears
to be more common. Since Bangladeshi culture is
characterized by high power distance, we
propose:
Proposition 8: In the Bangladeshi context,
employees accept the fact that not all
information will be shared with them by their
superiors and there will be a certain degree of
lack of transparency in information sharing.