The Cultural Lens

2021 ◽  
pp. 23-52
Author(s):  
Hilla Peretz ◽  
Lena Knappert
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Performance Appraisal ◽  
Multinational Corporations ◽  
Human Resource ◽  
Management Practices ◽  
Diversity Management ◽  
Future Research ◽  
Human Resource Management Practices

This chapter reviews the literature on the intersection of culture and human resource management. More specifically, the chapter discusses why and how culture accounts for variance in human resource management practices and their outcomes between organizations operating in diverse cultural contexts. To that end, the chapter first provides a summary of how culture is defined and measured and reviews seven established frameworks of culture. Next, the chapter reviews related studies conducted by members of the Cranfield Network on International Human Resource Management and other established scholars in the literature of cultural variance in human resource management practices (i.e., recruitment and selection, performance management and performance appraisal, training and development, compensation and benefits, flexible work arrangement, diversity management, and high-performance work systems) and their outcomes. The chapter concludes with practical implications for multinational corporations and domestic organizations and provides an overview of future research avenues in the field.

The relationships between Human Resource Practices on Employee Retention in Malaysian Industrial Settings

2013 ◽  
Vol 1 (2) ◽  
pp. 09-20
Author(s):  
Kim Lian Lee ◽  
Sarvanan Singram ◽  
Christopher Luke Felix
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Appraisal ◽  
Human Resource ◽  
Employee Retention ◽  
Management Practices ◽  
Human Resource Practices ◽  
Manufacturing Companies ◽  
Hrm Practices ◽  
Human Resource Management Practices

Objective - The study explores the relationships between human r esource management practices on employee retention in Malaysian industrial setting s . The human resource management practices such as selection, training and development, performance appraisal and reward were considered in this study as the main factors that impact the employee retention in an organization Methodology/Technique - All d ata used in th is study consist s of respondents of executives and managers in manufacturing companies located in Klang Valley, Malaysia. Data processing and statistical analyses were mainly carried out using SPSS. Reliability test was used to check the con sistency and dimensionality of the scale items. P e a rson Intercorrelation was used to measure the associations among the human resource practices and employee retention and Multiple Regression Analysis to check the criterion - related validity of the scale i tems and to complement the correlation results. Findings - Data from 151 respondents from various industries show ed that the reward was most correlated with employee retention. This is followed by performance appraisal, in which fair and inclusive appraisa l leads to better retention. On the contrary, selection was found to have least significance relationship with employee retention. Novelty - The contribution of the study is in asserting some findings for human resource manager to understand the importanc e of an effective HRM practices on employee retention in the manufacturing industry. Apart from that, this research provides an understanding of some important elements in human resource management practices that are more effective in employee retention. Type of Paper - Empirical Type of Paper - HRM Practices; Employee Retention; Relationship; Significance .

Local isomorphism and multinational enterprises’ human resource management practices: Extending the research agenda

2018 ◽  
pp. 1-16 ◽  
Author(s):  
Desmond Tutu Ayentimi ◽  
John Burgess ◽  
Kantha Dayaram
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Trade Unions ◽  
Multinational Enterprises ◽  
Management Practices ◽  
Institutional Setting ◽  
Future Research ◽  
Local Isomorphism ◽  
Human Resource Management Practices

AbstractLocal isomorphism constitutes the regulatory, cognitive and normative profile of a host country. The regulatory institutional setting reflects the rules and legislation governing collective bargaining agreements, trade unions, local content laws and employment relationships. The cultural or cognitive dimension supports the widely held cultural and social knowledge and the normative profile acknowledges the influences of social groups and organizations on acceptable normative behaviour. Earlier literature lends support to the importance of institutional profile and its influence on the design and implementation of multinational enterprises’ human resource management policies and practices. This paper seeks to advance the concept of local isomorphism and highlight the implications of local isomorphism for future research on the transfer of multinational enterprises’ human resource management practices across and between subsidiaries.

scholarly journals Creating service excellence through Human Resource Management practices

1998 ◽  
Vol 29 (4) ◽  
pp. 135-141 ◽  
Author(s):  
Victoria Browning
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Customer Service ◽  
Management Practices ◽  
Future Research ◽  
Business Managers ◽  
Service Excellence ◽  
Human Resource Management Practices ◽  
External Relationships

Service excellence has become a critical source of competitive advantage for organisations. This article focuses on the interaction between the frontline employee and the customer and the role of Human Resource Management (HRM) in sustaining service-orientated behaviour. The nature of the relationship between HRM and service behaviour is also explored, focusing on three possible intervening variables - commitment to customer service, job competence and organisational identification. The implications of this relationship for business managers are highlighted and it is suggested that to achieve service excellence, managers need to focus as much on their internal relationships with employees as they do on their external relationships with customers, as their contribution to organisational performance is inter-linked. Directions for future research in redefining HRM practices and determining the nature of the link between HRM and service-orientated behaviour are discussed.

Research on the Human Resources Performance Management Based on the Strategic Direction Data Mode Analysis

2014 ◽  
Vol 687-691 ◽  
pp. 4560-4563 ◽  
Author(s):  
Qiu Juan Zhu ◽  
Guo Hui Su
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Performance Management ◽  
Human Resource ◽  
Management Practices ◽  
Strategic Human Resource Management ◽  
Mode Analysis ◽  
Strategic Direction ◽  
Human Resource Management Practices

Strategic human resource management theory, strategic choice on the basis of the enterprise, to take appropriate human resource management practices, to better achieve Organizational performance. By analyzing real human resource management Different modes of practice, combined with the specific activities of the US-Japan Human Resource Management companies, proposed supportive human resource management practices can help companies achieve strategic goals of innovation.

scholarly journals Exploring the Relationship between Human Resource Management Practices and Organizational Commitment: Empirical Evidence from the Banking Sector in China

2012 ◽  
Vol 4 (9) ◽  
pp. 502-516 ◽  
Author(s):  
Faheem Ghazanfar ◽  
Muhammad Siddique . ◽  
Mohsin Bashir .
Keyword(s):  
Organizational Commitment ◽  
Resource Management ◽  
Human Resource Management ◽  
Performance Appraisal ◽  
Human Resource ◽  
Management Practices ◽  
Banking Sector ◽  
Human Resource Management Practices ◽  
The Impact ◽  
The Relationship

The purpose of this paper is to measure the impact of human resource management practices individually and as a system on organizational commitment. Data were collected from 304 respondents from banking sector of China. A questionnaire survey for this purpose was conducted in different cities of China. Correlations and multiple regression statistics analysis were used to explore the relationship between the variables involved in the study. The findings of the study provide support for the variables (selection, training, performance appraisal, promotion, performance based rewards, information sharing, job security and human resource management system) and are confirmed by the results of the previous studies. The findings of the current study support the notion that the HR practices relates to organizational commitment, individually and as a system as well. These findings provide important avenues for the banking sector of China and for the debate regarding convergence of the human resource management practices regionally as well as internationally.

Sign in / Sign up

Export Citation Format

Share Document