Critically Compare and Contrast the Major Cultural and Institutional Features and Predominant Hr Policies and Practices in the Following Regions/Countries: India and Nigeria

It is hypothesized that cultural differences in behaviour will mean differences in HRM practices within different cultures but those within the same cultural cluster will be similar whereas those in different clusters will be dissimilar. Employees and managers from different cultures take decisions in different ways – the processes, behaviours and values are not the same. People have different value orientations as a result of individual psychology, life-stage and generation and assumptions about behaviour determined by cultures are linked to a variety of organisational behaviours.

Relationships between the individual and society vary between cultures, religions and ethnicities. Nevertheless, throughout history, how the individual is seen in society varies accordingly. In Medieval Europe, China and Islamic countries, religious beliefs and different philosophies greatly contributed and effected how individuals in a community acted and interacted with their society and other countries. Different lifestyles and common norms contributed to the differences in relationships because how the community interacted with each other influenced the way society acted in general. In some societies individualism was stressed where as in others the importance of community was emphasized. As a result, these ideas shaped the way society

When Indian caste system became stable it suddenly became rigid, and people stayed where they were born. Although hierarchy was rigid in both classical societies, they developed stable social classes that produced various kinds of people: the most important being the farmers.

Hofstede uses the words masculinity and femininity to refer to the degree to which masculine or feminine traits are valued or revealed (Samovar, Porter and McDaniel). The United States rates as a moderately masculine. Countries that favor masculinity stress equity, competition, and performance(Yates). They also strive for material success and expected to respect whatever is big, strong, and fast. France values femininity and stress equality, solidarity, and quality of work life (Yates). A feminine worldview maintains that men can assume nurturing roles while promoting sexual equality. One major difference in masculine/feminine cultures is the role of the woman in the workplace and at home. Feminine societies expect women to work and often provide the necessary social support systems. Although the United States is more masculine than France both countries treat females as equals.

First, power distance is the first dimension in Hofstede’s six cultural dimensions. Power distance is the “extent to which the less powerful members of institutions and organisations within a country expect and accept that power is distributed unequally.” (Hofstede, 2017). When comparing China and the United States, China had twice as high power distance score than the United States. The high-power distance score in China shows that it is acceptable to have inequalities in their society, and that the people accept and expect power is distributed unequally.

Power Distance dimension according to Hofstede (2010) shows the degree of less or more accepts of inequalities within a culture; Canada was 94 while the Philippines was 32 clearly difference; therefore, showing one culture accept power inequalities more than the other. Power distance lower ranking is showing a culture expect and accept relationship that are more democratic. On the other hand, higher ranking accepts hierarchical. This cultural may believe that who every holds the power is right. On the Power Distance Index Hallale find that individuals have a solid dislike with saying "no'! especially in Asian nations. Saying no may be seen as form of disrespect Hallale (2013). I lived in the Philippines when President Ferdinand E. Marcos was President and the assassination of opposition leader Benigno Aquino. At that time, I was unaware of a hierarchical society but thinking back; I can now see how 32 power distance scale ranking is believable because social positions and statuses have more prestige in their culture. While working, and traveling to Canada; I was able to see human equality especially with respect to socials issues; rules are used to determine what is right; for example, health care. all

| The fundamental issue addressed by this dimension is the degree of interdependence a society maintains among its members. It has to do with whether people´s self-image is defined in terms of “I” or “We”. In Individualist societies people are supposed to look after themselves and their direct family only. In Collectivist societies people belong to ‘in

Comparisons will be made with individualism, long-term orientation, and power distance. Individual societies take care of the immediate family and themselves. On the other hand, other societies come collectively that are in groups. These findings will explain how different these two countries are. The first comparison will be individualism with the United States at 91% and Ghana at 15%. The next comparison will be long-term orientation. In the United States, we look five months to a year ahead. We do this because we know we have enough resources to last us that long. In other countries, they may not have resources to last them that long. With these statistics, the United States is at 26% and Ghana at 4%. Power distance will be the next comparison with these two countries. Power distance is the knowledge that members of institutions and organizations spread power unequally. Power distance represents the acceptance of this fact. Ghana holds the higher percentage at 80% and the United States at 40%. In Ghana, everything has its place and needs no further

Abstract: Human Resource Management is fast gaining popularity and its importance is becoming unavoidable, this is due to the fact that Human Resource Management plays a huge role in the growth of any company irrespective of its size. Unfortunately it is yet to achieve global standards or strategy of operation; this can be attributed to the various differences between environmental factors, employment attitudes, cultural

A rapidly changing business environment due to technological changes and the impacts of globalization has resulted in shift of human resources paradigms (Khan, 1997). In every organization

Managing HR in MNC is different from the way the HR is being managed in the country, According to Morgan (1986) there are three factors that differentiate between IHRM and domestic HR: First, the countries of operations such as the -country where a subsidiary may be located, the host-country where the subsidiaries are located, and other countries. Second, the different types of employee, in international environment the HR management have to deal with the host-country nationals (HCNs), expatriates or home-country nationals (PCNs) and third country nationals (TCNs), for example if L’Oreal hired an Indonesian employee in their Indonesian subsidiary the employee is a HCNs, and when manager from L’Oreal Headquarter in France came to work in Indonesian subsidiary the manager is a PCNs, and if L’Oreal employs manager neither from Indonesia nor France to work in their Indonesian subsidiary the manager is TCNs. Third, is the way HR practices (eg. staffing, compensation, training, and etc) are conducted. Although IHR practices seems to have the same activities as domestic HR, in IHR the manager will be dealing with different environment and diversity of employees from different cultural background. Moreover, as mentioned earlier dissimilarities between domestic and international HR management mostly due to profound differences between host and home countries in term of culture,

I have selected to compare the laws in South Africa and Kenya. My analysis includes an explanation of the laws in each country highlighting differences and similarities. I have then explored how these laws relate to the functions of Strategic Human Resource management. I have noted throughout how the laws in these countries have an impact on all areas of Strategic Human resource functions of recruiting and interviewing, performance appraisal and job enrichment, compensation and benefits, employee development, health and safety and strategic management.

Dowling Peter J and Welch Denice E and Schular Randall S(1999), International Human Resource Management, South-Western College

While there are many various global issues that affect the International Human Resource Management to run efficiently, there are two key concepts that play a major role in understanding how to approach them with cohesive and a well coherent strategy; they are the International Human Recourse Management Strategy and Understanding the Cultural Environment. In the International Resource Management strategy, many companies will do their research in finding companies that offer the

In traditional societies, to begin with, there is a strong fellow-feeling; everybody is considered a friend and is expected to act this way, in case of personal or family