Human Recourse Management Strategy in Organization - Assignment Example

A Study of Human Re Management Strategy in organization Table of Contents Box A: Question 3 3 Introduction 3 Discussion 3 Hofstede Cultural Dimensions Model 5 Conclusion 8 References 9 Box B: Question 1 10 Introduction 10 Discussion’ 10 Cross-cultural training model 11 Selection processes in Australia 12 Selection process in China 13 Selection process in UK 14 Conclusion 15 References 17 Box A: Question 3 This question will discuss about the relationship between human resource management and national culture. Introduction In the era of globalization and liberalization, the advancement in information technology department has effectively transferred the world and amplified the importance of human resource management. The prime purpose of human resource management is to satisfy the customers and maintain quality of culture in national level as well as global level. According to Brewster, the human resource management practices and policies of an organization are dictated by organizational, national and international limitation or restriction (Sparrow, Brewster and Harris, 2004). It is believed that national cultural plays pivotal role towards the efficiency and improvement of human resource management. Every country has its own cultural norms and beliefs. It is a big challenge for human resource professional to understand and comprehend the national culture of every country. The focus on national culture has become one of the prime necessities of human resource department from any multinational organizations to develop strategies. The purpose of the report is to provide vivid explanation about the relationships and influence of national culture to the human resource management. The paper attempts to implement appropriate frameworks, theories or models for identifying the relationship of national culture. Discussion There is extensive consensus and agreement that national culture incorporates abundance and excess of beliefs, values, norms and assumptions that are effectively embedded within central structure of every society. Furthermore, a national culture and system of values is viewed as combined thinking and programming of human cognizance. The culture is defined as beliefs, norms and values that define the coordination and identification of group of people. According to Schein “the national culture is believed to be as embodiment of the beliefs and values becomes vital assumptions factor for human resource management” (Voich and Stepina, 2004, p.30). Schein also stated that national culture is considered as a means of lessening national obstacles that are related with internal integration and external adaptation of a society. According to Nohria and Rosenzweig “one of the most important subjects for national differences is the area of management on human resource management department”. Human resource management is socially and traditionally entrenched and embedded. It is supposed to be a part of management that is most susceptible towards the cultural differences in various countries. Therefore, the national culture influences numerous human resource management policies and practices of an organization. The international enterprises with effective human resource management have to develop performs and policies in accordance with the set of customs, beliefs, behaviours and norms exists within national culture. According to Geert Hofstede, any hint of cultural dissimilarities between nations can affect in human resource management practices and perceptions. This resembles the fact that the national culture is directly connected towards the HRM. It can create positive and negative impact towards execution of effective management process within organization to make the most of employee performance. The cultural dimensions model by Geert Hofstede states that national culture can create positive and negative impact towards the values and attitudes of workers and employees. Hofstede Cultural Dimensions Model According to Hofstede, the four cultural dimensions are independent and autonomous. These suggested generic dimensions include Collectivism vs. Individualism, Masculinity vs. Femininity and Strong Uncertainty Avoidance vs. Weak Uncertainty Avoidance and finally Small Power Distance vs. Large Power Distance. According to Baumuller, Geert Hofstede tried to maintain the importance of national culture to human resource management. Moreover, the author tried to indicate that these generic cultural dimensions can affect the way of carrying business (Baumuler, 2007, p.116). This is specially based on HRM policies and practices. There are several researchers that heavily criticized the work of Hofstede to differentiate the importance of cultural differences towards HRM. The usefulness and attractiveness various categories of cultural dimensions are still being used by several researchers in variety of departments. Masculinity vs. Femininity This part of cultural dimension represents the degree by which stereotypical maleness ethics and morals take superiority over feminine likings. The male values include challenging career, high earnings and personal gratitude. This society is primarily based on femininity tendencies. In this scenario, both men and women have to share sets of values that are effectively related towards collaboration, life quality and unpretentiousness between helping others and people (D’Almedia, 2007). In these societies with different cultural background, security is regarded as valuable part for retention of employees. In case of masculine societies, the prime focus is turned towards the adversity in rivalry and materiality (Cox, 2004, p.56). A country with low masculinity rate is characterized by respectable relationship with the boss, low job stress and focus on group decisions. This is vice versa for high masculine countries. These resembles the fact that human resource management of any multinational enterprises needs to focus on whether the country is low or high masculine society. Strong Uncertainty Avoidance vs. Weak Uncertainty Avoidance This part of dimension is determined by degree on which society member feels that they are threatened by uncertainty and they are rule oriented. This degree of uncertainty and ambiguity is known as uncertainty avoidance. The society with weak uncertainty avoidance includes people that tend to work less and accept risk easily. In high uncertainty avoidance societies, the employee or people want to know future results and try to be organized (Berr, 2011). France and Belgium have high uncertainty avoidance with 85 and 94 respectively. On the other hand, the United Kingdom has low uncertainty avoidance. Collectivism vs. Individualism This cultural dimension states that individualistic cultural background people only look after themselves. People from individualism cultural society believes that work is important for their betterment and they do not aspect that company are attentive towards them. On the other hand, people from collectivism society believe that they can look after themselves in exchange for good relationships and faithfulness. The ties between the individuals are considered to be tight. Individuals from collectivist society expect company to take care of them and rely on other group members (Diller, 2010). The selection process of new employees in individualism culture is related to personal records and attributes. In collectivism cultures, the selection process is suggested by family member working in same organization. These are crucial aspects that are needed to be focused on human resource management. According to Hofstede, the Individualism Index is primary tool to calculate the national cultural differences (Berger and Huntington, 2002, p.38). The study conducted by Geert Hofstede states that United Kingdom, Germany, Belgium and France are four countries that are on high level in the dimension. Small Power Distance vs. Large Power Distance This dimension states that way in which a nation threat the aspect of inequality is not the same. This treatment of inequality is dependent upon power, prestige and wealth. The nationwide and domestic culture of every nation is different. In large power distance societies, employees believe that decisions provided by supervisors are right. In case of low power distance, the treatment towards inequality is less tolerated by employees. The study conducted reveals that Belgium and France are on high power distance with 65 and 68 score respectively (Beard, 2004). This can be notified that these cultural dimension factors are required to be considered by HRM to be successful. This can be notified and presented from Hofstede cultural dimension model that national culture includes several dimensions that are required to focused and considered on HRM. The globalization has augmented the complexity of business operations. This initiated national culture on diversified levels such as cultural roots of executed resolutions, country of origin, host country culture and home country culture are required to be included within various factors of human resource management (Dubey, 2008). The applied cultural dimension model provides vivid description that these national cultural factors are required to be added within HRM practices and policies to meet greater challenges. The model states that there are certain factors that an impact the implementation and formulation of human resource management (Armstrong, 2008). Additionally, it depends upon how human resource management professionals integrate diversified workforce on joint objective and articulate matters that are related with national cultural diversity. According to Edberg, the various dimensions of national culture state that it is pivotal for HRM professionals to understand collectivistic and individualistic culture (Edberg, 2012, p.88). The countries with different cultural background are required to be verified and deeply researched for implementation of HRM strategies. Therefore, it can be proved that HRM is direct connected with national culture. Conclusion This can be concluded that human resource management strategies and practices are established by looking into national cultural factor of a specific market. There is a direct relationship between human resource management and national culture. The strategies developed by human resource management are required to focus on national culture. This would enable to increase employee commitment towards work, enhance productivity, employee involvement and job satisfaction. Moreover, this would ultimate escalate the overall performance of an organization. The culture play critical role towards influencing the way employees work, relate, communicate and act in a company. The way by which the human resource management policies and practices are influenced by national culture is being widely acknowledged. The application of Hofstede cultural dimension model presents that there are various cultural factors that can influence development of effect HRM strategies. This resembles the fact that national culture is effectively related with human resource management. References Armstrong, T., 2008. Modernism, Technology, and the Body: A Cultural Study. London: Cambridge University Press. Baumuller, M., 2007. Managing Cultural Diversity. London: Peter Lang. Beard, J., 2004. Managing Impressions with Information Technology. London: Greenwood Publishing. Berger, P., and Huntington, S., 2002. Many Globalizations. London: Oxford University Press. Berr, D., 2011. The Philosophy of Software: Code and Mediation in the Digital Age. London: Palgrave Macmillan. Cox, T., 2004. Cultural Diversity in Organizations. London: Berrett-Koehler. D’Almedia, C., 2007. The Effects of Cultural Diversity in the Workplace. London: ProQuest. Diller, J., 2010. Cultural Diversity. Stamford: Cengage Learning. Dubey, A., 2008. Modernity and the Problem of Cultural Identity. London: Northern Book Centre. Edberg, M., 2012. Essentials of Health, Culture, and Diversity. London: Jones & Bartlett. Sparrow, P., Brewster, C., and Harris, H., 2004. Globalizing Human Resource Management. New York: Psychology Press. Voich, D., and Stepina, P. L., 2004. Cross-Cultural Analysis of Values and Political Economy Issues. London: Greenwood Publishing. Box B: Question 1 This question will discuss how national culture can affect the selection process considering three examples. Introduction The formulation of effective selection process involves validating, interpreting and selection of natural culture. The selection is defined as effective process to select most suitable individual from various candidates. Thomas Stone stated that “selection process is effective approach to differentiate applicants from various applicants in order to find and identify best possible employee with greater likelihood of success” (Kumar, 2010, p.106). According to Carter, the national culture is reflected as critical share of selection process. Additionally, the national culture can affect the decisions that are incorporated within organizational selection process at regional and global level. The underlying selection criteria in HRM practices can be different across diversified culture. Every country has own cultural beliefs, norms and regulations. These criterions are considered as critical objective. According to Aycan, the selection and recruitment process in different national culture is based on firm standards. These hard criteria include technical skills and job oriented knowledge. This is primarily based on cultures that are high on universalism and performance oriented. On the other hand, cultures that are regarded as low on universalism or performance oriented tends to favour soft criterion like social class relationship and relational skills. Discussion’ The prime purpose of this report is based on discussing the impact of national culture towards the selection process. Moreover, examples of different selection approach are presented to describe necessity altered selection process based on national culture. Cross-cultural training model The cross-cultural training model by Oddou, Dunbar and Mendenhall divided groups in to low, medium and high levels. The level of rigor is based on high and low levels. This cross-cultural training approach includes information giving approach, affective approach and immersion approach. According to Mendenhall and Oddou, the degree of integration and interaction with foreign culture environment is at high level. It is believed that effective interaction with national culture is crucial for development of efficiency selection process (Parris and Peachey, 2012). The information-giving approach from cross-cultural model includes use of interpreters, area briefings, cultural briefings and survival level training. The length of stay for this approach is within 1 month. The length of training required for fruitful application of information-giving approach is less than a week (Naylor, 2001). The affective approach includes stress reduction training, moderate language training, critical incidents, role playing and cultural assimilator training. The length of stay for affective approach is between 2 to 12 months. The length of training is between 1 and 4 weeks. On the other hand, the immersion approach includes sensitivity training, extensive language training, simulations, field experiments and assessment centre. The length of stay for immersion approach is between1 and 3 years. The length of training is between 1 and 2 months. The cross-cultural training model enables to provide fruitful performance across different cultures. The highest rigor for cross-cultural training needs to be administered for focusing on problem solving skills and cultural awareness. Any multinational enterprises neglecting cultural aspects can result into problematic situation. Therefore, it is vital for organization to develop cultural problem solving skills and cultural learning ability. According to GMAC global relocation services survey conducted in the year 2005, the maximum numbers of expatriates are Parent Country Nationals. Furthermore, this group of parent Country nationals are not majority. According to Dowling, Festing and Engle, the Third Country Nationals and Host Country Nationals are also significant (Dowling, Festing and Engle, 2008, p.111). Most of the expatriates from 125 multinational enterprises are male with 77 percentages. It is believed that 61 percentages of expatriates are married and more than 66 percentages of expatriates are aged between 30 and 49. Various scholars such as Wiechmann, Newell, Herrior and Hemingway proposed that contextual factors like educational differences, cultural value differences and technological differences are potential elements that are required to be considered as selection process. Selection processes in Australia The recruitment and selection strategies flow eventually from strategic aims and mission statement of an organization. According to Reddins, the application of effective selection process in Australia is conducted by handful of successful enterprises (Hogan, 2012, p.81. The key human resources plan in Australia is linked towards support corporate plans and included with succession and people development approach. Selection techniques implemented in Australia are interview, tests, and reference checks. Interview In Australia, the traditional employment interview is viewed as an effective approach towards selection process. Numerous surveys conducted over decades to reveal that employment interview plays pivotal role in selection process. The detailed set of question includes non-directive interview method. This enabled applicants to have maximum amount of freedom to determine their individual sequence of argument. Reference checks According to Society for Human Resource Management, more than 25 percentages of resumes and job applications contains inaccuracies. Therefore, Australians regular enquiry of reference checks from preceding co-workers, academic consultants and employers regarding the experience and prerequisite of job candidates (Luppicini, 2012). It is believed that Australians have egalitarian approach within their workplace environment. This has a tendency to provide honest assessment about the qualities of applicants. Australian used several background checks to find best candidate for the job. Tests Tests are uniform and objective measure strategy induced by organization from Australia to measure personality, aptitude, abilities of applicants. Some organizations in Australia develop a typical job achievement tests and job knowledge test to measure the level of understanding of an individual (Leininger, 2006). Managers receive potential information to select best possible applicants from developed tests. Selection process in China Due to socialist regime, the improvement of human resource management in China is considered to be at embryonic state. Researchers state that Chinese culture affects their organizational behaviours and management practices. Additionally, knowledge gathered from these practices and behaviours are implemented in to the native human resource management performs. Historically, the introduction of strict residency policy in China has created difficulty for organization to recruit people from different cultural background. Eventually, these guidelines have been relaxed in city consultants and major cities (Kelley, 1988). The section process in China includes interview, behaviour event and certain effective tests. Interview Punctuality is considered as imperative part in selection process. The applicants have to lower their eyes. This shows that they are showing respect to their hierarchical authorities. Behavioural event The behavioural events adopted in China are leaderless group discussion, simulation exercises and interactive role plays. These are believed to be important part towards selection of best employees for the job. Companies in China put extra amount of emphases on experience and identification of values (Hugman, 2013). The staffs are considered to have common norms, culture and educations beliefs. Tests Chinese companies uses series of tests in selection process such as English proficiency tests, problems solving tests, technical tests and technology tests. Traditionally, the companies used to implemented aptitude and psychological test in their selection process. This approach was considered to result in potential loss of face for job candidates. Eventually, there has been rapid evolution towards implementation of effective tests for applicants (Sims, 2007, p.62. The psychometric testing of motivations, interests, abilities and personal management style is being executed within human resource selection practices. Selection process in UK In United Kingdom, the strategy for effective selection, interviewing and assessment are expected to gather evidence and test suitable applicants. Several cognitive ability tests such as spatial, numerical and verbal tests are implemented by United Kingdom in selection process. The critical tests on thinking are developed to measure skills that are related to decision making and problem solving (Haung, 2015). The sub-tests in many organizations include evaluation of arguments, interpretation, deduction, inference and recognition of assumptions. The process includes avoidance of costly litigation. These can enable to contribute effectively towards the reputation of organization in United Kingdom. The positive applicant’s reaction towards selection process can benefit organization hire best possible applicants. Every country has different way of selection process. This does not mean that approach towards selection is different. The strategic implementation and approach is same but way of executing effective selection process is different (House and Aditya, 2009). This resembles that fact that cultural environment of different countries can impact the process of selection. For example, in case of China, the extra amount of effort is provided towards selecting employees with knowledge of Chinese cultural values and experience of specific fields. On the other hand, Australia implemented egalitarian approach in their business workplace to determine the effectiveness and efficiency of applicants. Conclusion This can be concluded that national culture can create huge impact towards the selection process. The international environment creates several culture problems from national cultural setting. The successful development of multinational enterprises is determined by effective selection processes in international environment. It demands high level of qualities and skills. According to Brewster and Harris from the coffee machine system, the international selection criterion in different cultural environment involves formal and informal actions. The informal actions includes no panel discussions, less defines criteria, less defines measures, open advertising for availability of vacancy. The formal actions include panel discussions, clear dined criteria, clear defined measures and training for selectors. Therefore, it can be concluded that increasing cultural diversity has created challenging circumstances for multinational organization to design and implement distinctive strategies within their business operations such effective selection and recruitment process to nullify cultural concerns. References Dowling, P., Festing, M., and Engle, A., 2008. International Human Resource Management. Stamford: Cengage Learning. Hogan, M., 2012. The Four Skills of Cultural Diversity Competence. Stamford: Cengage Learning. House, R.J., and Aditya, R.N., 2009. “The social scientific study of leadership: Quo vadis”? Journal of management, 23(3), pp. 409-473. Huang, R., 2013. International experience and graduate employability: Perceptions of Chinese international students in the UK. School of tourism and hospitality. 13(1), p.89. Hugman, R., 2013. Culture, values and Ethics in Social Work. London: Routledge. Kelley, R. E., 1988. “In praise of followers”. ,Harvard business review, 66(4), pp. 142-148. Kumar, R., 2010. Human Resource Management. London: IK International. Leininger, M., 2006. Culture, care, Diversity and Universality. London: Jones & Bartlett. Luppicini, R., 2012. Handbook of Research on Technoself. London: Information Science Research. Naylor, L., 2001. Cultural Diversity in United States. London: Greenwood. Parris, D. 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