International and Comparative Human Resource Management

3048 WordsMay 4, 201313 Pages
ASSIGNMENT 1 Do you think that intercountry differences affect HRM practices and strategies? Discuss and debate the specific activities an international HR manager typically engages in, using cases and examples. TABLE OF CONTENT 1. INTRODUCTION 2. COMPARING DOMESTIC AND INTERNATIOAL HRM 3. IMPACT OF INTERCOUNTRY DIFFERENCES ON HRM PRACTICES AND STRATEGIES: 4.1 EFFECTS OF CULTURAL DIFFERENCES ON HRM PRACTICES AND STRATEGIES 4.2 EFFECTS OF ECONOMIC DIFFERENCES ON HRM PRACTICES AND STRATEGIES 4.3 EFFECTS OF LEGAL AND POLITICAL DIFFERENCES ON HRM PRACTICES AND STRATEGIES 4. FUNCTIONS AND ACTIVITIES OF AN INTERNATIONAL HR MANAGER 5.4 HUMAN RESOURCE PLANNING 5.5 JOB ANALYSIS 5.6…show more content…
As stipulated by Sims (2007), culture is important in HRM for two main reasons: it often determines the other factors affecting HRM in the global market place as well as it often determines the effectiveness of various HRM practices. Culture can greatly affect a country’s laws and as such practices that are welcomed in one country may be shunned in another. For instance Japanese firms invest heavily in their employees’ training and development because employees are bound to be loyal and remain with the company for long. Therefore training and development is a very important aspect of the HR departments functions. Hofstede’s theory of cultural dimensions can be used to describe the effects of a society’s culture on the value of its members and how these values relate to behavior. According to this theory there are four dimensions of national culture which include power distance, individualism vs. collectivism, uncertainty avoidance and masculinity vs. femininity. Power distance refers to the extent to which the less powerful members of organizations accept and expect that power is distributed unequally. Cultures that endorse low power distance expect and accept power relations that are more consultative or democratic. People relate to one another more as equals regardless of formal positions. In such cultures employees will be more comfortable to participate in any decision making process with the HR manager and other
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