Contrasting Hr Approaches of Uk & Usa

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Compare and contrast approaches to HRM within two diverse country contexts


Structures and peoples expectation differ a great deal from one country to another. (Harzing 2004). Managing people as the term implies is not an easy task. There are a number of problems that arises with regard to it. Each individual is different from the other in terms of conception of things and ways of doing the task allotted to him. Thus we can say that managing people in the same way in all the countries of the world is not possible. All the countries have different cultures, values, traditions, economic and political conditions and the management practices that are used in regard to managing people cannot be same. For example the
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In many European countries the law requires that trade unions be recognised for collective bargaining purposes. In Europe more than seven out of every ten organisations with more than 200 employees formally recognise trade unions (Morley et al 1996). The practice of EI (Employee Involvement) is wide spread in Europe. The European Union is seeking a harmonisation of employee representative right in all member state. The EU legislation encourages the formation of European Work Council (EWCs) for organisation with subsidiaries located in different member states.(Henzing 2001).

Difference in Culture:

The term culture is defined by a number of authors. Shankar (2003) has defined culture as “complex and interrelated set of elements, comprising knowledge, beliefs and values, arts, laws, and habits acquired by a human as a member of a particular society. These act together to distinguish one group from another. “Culture determines the identity of a human group in the same way as personality determines the identity of an individual” (Hofstede, 1984). Further he always defined culture as the collective programming of the mind which distinguishes the members of one human group from another. In order to compare the cultures of different organisations Gerant Hofstede discovered five dimensions which he found universally present in different nations and organisations. They are Power distance, Uncertainty avoidance, Individualism vs
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