Role of Culture in Hrm Practices

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.

The HRM policy of a firm is looked as a most important strength which needs to be taken care of all the time to have a competitive advantage within the industry they operating in. Multinational corporations (MNCs) seek to transfer their home-country human resource management (HRM) practices to their overseas subsidiary as to them it is just another approach towards globalisation. It can be an element of success for MNCs if they manage to transfer these HRM practices across their subsidiaries in an effective manner. An effective transition of these policies depends on the organisational, cultural, social and relational factors (Bartlett & Ghoshal 1998; Evans, Pucik & Barsoux 2002; Poedenphant 2002). The transition of these policies

Managers in human relations needs a variety of skills and knowledge to help their firms succeed in the global marketplace. They need to cope with the initial shock that often accompanies working and living in a different culture. Also, they can become more effective through learning the language of the host country and interpreting accurately the work values of their foreign counterparts. The following traits may be associated with candidate’s who are likely to succeed in international contexts, such as, flexibility, sensitivity to culture differences, business knowledge, culture adventurous and a desire for their views. Before doing business with people from different cultures, managers can familiarize themselves with research that describes important cultural differences in work values. There is four dimensions on which different cultures can be compared, which includes of power distance, individualism, uncertainty avoidance and masculinity/femininity.

As per the 14th Annual Global CEO Survey by Price Waterhouse Cooper for the year 2011, the need had been identified to bridge the gap of global skills as one of the biggest concerns, specifically for companies considering attraction, recruitment, development and retention of talents across the globe (Moran, 2014). Costly mistakes, frustration, and confusion are the main consequences of absence of global skills mainly because of ignorance regarding the effect of culture across the work place. This is because ignorance of culture differences result in unproductivity across the organization (Latimer, 2012).

Cultural intelligence refers to a person's ability to use reasoning and observation skills to interpret unfamiliar gestures and situations and devise appropriate behavioral responses. Cultural intelligence entails three components that are essential for it to work that includes cognitive, emotional, and physical. In order for a leader to properly implement cultural intelligence they must be flexible, adaptive, and open minded. The reason that it's important for today's leaders to develop cultural intelligence is because it allows the leader to adapt to an unfamiliar situation, act quickly, and respond in a way that is appropriate to the culture in question. As organizations continue to expand on a global market and become partners with foreign organizations, it's essential that one continues to develop and improve their cultural

It is high time that people learn about different cultures to have a thorough understanding of the same and thus achieve cultural competency. This is necessary for educators, healthcare givers, attorneys, organizations and all to live in a cross-cultural world without any emotional or physical conflict. Most organizations have their presence in multiple countries and have business relations with people of different cultural groups. So, for a successful business also, cultural competency is the demand.

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

Considerable time is wasted by employees who find themselves in new environments where they work out in determining the interworking of different cultures. Different employees also depict different abilities and degrees to which they will adapt to the new culture, and this plays a huge role in hindering performance levels of the individual employee and hence the level of performance for the overall organization (Handin & Steinwedel, 2006). The low-performance levels will also lead to wastage of the organizational resources leading to the overall decline in the competitive advantage that is enjoyed by any firm in the business world. Different norms and expectations are brought to the front by any culture under study

Today, it is not uncommon to find a vast amount of companies that are hiring culturally diverse employees or are doing business abroad. With that being said, it is exceedingly important to understand culture and all the aspects that it makes up in order to be able to bring about a productive work environment. Culture is diverse and complex and brings about positive change, new ideas, and viewpoints. However, how does one effectively analyze all aspects of culture that allows them to bring together people of different backgrounds? In this essay I’m going to be discussing about the five levels at which culture can be analyzed as well as how culture is exhibited in the business environment to show how one can bring all cultures together in the workplace.

Over the years, organizations have updated their training, education process and has made it accessible for all types of staff that will allow employee’s better advancements, work-life balance, and a flexible training process. This will help to position technology-based organization a training application and will continue a learning advancement. An organization has become a global with their businesses, they start to become more complex with cultural diversity and training. Having a cultural diversity training program that will allow the company to compete with other organization. In this paper, I will explain the development and diversity of training, ethical and cultural issues with the different phases of development and the legal

In studying cultural competence, it is important to acknowledge the fact that people were differently born, raised and lived in social, organizations and educational cultures. Therefore, the culture we are brought up to form a foundation on how we make assumptions, values, beliefs, values and behaviors. When people in an organization get to interact, there are many difference and similarities as pertains to their cultural expectations, and it often make the interaction between the employees be either challenging or exciting. Therefore, organizations contain people of that setting, and thus it is important to observe diversity for common understanding of one another (Barrera, 2010).

The training helps contribute to people’s cross-cultural competency and enables them to develop an awareness of cultural difference (Gannon & Poon, 1997; Gudykunst, Ting-Toomey, & Wiseman, 1991; Milhouse, 1996). Black and Mendenhall (1990) suggested that cross-cultural training provides for positive outcomes in terms of people’s cross-cultural skill development, adjustment and performance. Cross-cultural training for expatriate managers was found to have a strong impact on cross-cultural skill development, adjustability and job performance (Deshphande & Viswesvaran, 1992). Gannon and Poon (1997), in a study of MBA students undergoing crosscultural training and education as part of their course, found that that cross-cultural training promoted cultural awareness and confidence on the part of students. This study confirms the general proposition that cross-cultural training increased people’s level of confidence in dealing with others of different cultural backgrounds (Milhouse, 1996).

Cultural awareness is the ability to recognize the different values, customs, and beliefs of others derived from one’s origins. Cultural awareness is crucial to communication. These days, most companies are very diverse. Therefore, it is especially important to be culturally aware when you are in the workplace. It is the key to your company’s success. There are an abundance of benefits besides communication skills that follow with being culturally aware. It gives you a better sense of appreciation and sensitivity for other cultures. It allows you to be more self-aware because now you are able to understand what is going on around you. You become more flexible when it comes to encountering others. You will be patient with people who have

In this era of Globalisation, cross cultural management is the biggest challenge that is faced by the organisations. Within the business context, cross culture refers to interaction between different cultures. Cross cultural management refers to managing the employees from different cultural background in one environment (Adler, 2008). Cross culture management is a significant issue within the organisations as the success of an organisation depends upon the smooth interaction of the employees. This paper is aimed at providing insight on the cross cultural management and the main issues and challenges relating to cross cultural management. For the purpose of this paper, two articles, “Cross-cultural Differences in Management”, by Amman & Jordan

Managers were concerned about knowing and understanding each and every perspective of their employee’s cultures. As they know that without studying or knowing the culture, coordination cannot be built between the employees. It is the existing perspective of managers dealing with cross-cultural management (Sultana, 2013).