The impact of Chinese cultural values on human resource policies and practices within transnational corporations in China

2013 ◽  
pp. 56-75
Keyword(s):  
Cultural Values ◽  
Human Resource ◽  
Transnational Corporations ◽  
Human Resource Policies ◽  
Chinese Cultural Values ◽  
The Impact ◽  
Policies And Practices

What matters more? The impact of industry and organizational factors on organizational culture

2016 ◽  
Vol 54 (3) ◽  
Author(s):  
Anjali Chaudhry ◽  
Ling Yuan ◽  
Jia Hu ◽  
Robert A. Cooke
Keyword(s):  
Organizational Culture ◽  
Cultural Values ◽  
Human Resource ◽  
Hierarchical Linear Modeling ◽  
Design Methodology ◽  
Leadership Behaviors ◽  
Organizational Factors ◽  
Cultural Norms ◽  
Human Resource Practices ◽  
The Impact

Purpose Writings on organizational culture suggest that cultural values and norms are influenced by factors at the organizational, industry, and societal levels. While the effects of societal and organizational factors have been researched extensively, those of industry factors have not received commensurate attention. This paper investigates the relative importance of industry versus organizational variables in explaining the cultural norms reported by individuals within organizations. Design/methodology/approach The effects of two industry characteristics, (growth rate and research and development intensity) and two sets of organizational factors (leadership behaviors and human resource practices) on the strength of constructive, passive/defensive, and aggressive/defensive organizational cultural norms were investigated. Findings Results of hierarchical linear modeling (HLM) analysis of survey data from 3245 respondents in 424 organizations in twelve different industries revealed significant between-organization variation but no significant between-industry variation in the three types of cultural norms measured. Furthermore, while industry-level factors were unrelated to culture, significant variance in the culture measures was explained by leadership behaviors and human resource practices (use of rewards and fairness of performance appraisal). Research limitations/implications The strength of cultural norms and expectations within an organization evolve in response to attributes specific to the organization and do not necessarily reflect industry characteristics. The results indicate that organizations using surveys to assess their cultures may learn as much (if not more) by comparing their feedback to data on organizations across a spectrum of industries as opposed to organizations exclusively in their own industry. Originality/value Most of the frameworks developed to examine and describe the cultures of organizations delineate specific dimensions or types that are assumed to be relevant to all organizations regardless of the industries within which they operate. The purpose of this paper was to explore the validity of this assumption by investigating the relative impact of industry and organizational factors on organizational culture.

The impact of culture on Chinese employees' work values

2007 ◽  
Vol 36 (1) ◽  
pp. 128-144 ◽  
Author(s):  
Bih‐Shiaw Jaw ◽  
Ya‐Hui Ling ◽  
Christina Yu‐Ping Wang ◽  
Wen‐Ching Chang
Keyword(s):  
Cultural Values ◽  
Work Values ◽  
Future Research ◽  
Chinese Sample ◽  
Content Type ◽  
Chinese Values ◽  
Cultural Exposure ◽  
Starting Point ◽  
Chinese Cultural Values ◽  
The Impact

PurposeThe purpose of this article is to investigate the detailed relationships between Chinese cultural values (Confucian dynamism, individualism, masculinity, and power distance) and work values (self‐enhancement, contribution to society, rewards and stability, openness to change, and power and status) in an integrated model. Further attempts are also made to explain the above relationship in terms of different cultural exposure experiences.Design/methodology/approachThe sample was collected from China (selected from after‐work classes for Chinese businessmen in China) and Australia (overseas Chinese living or working in Sydney) by questionnaires. Altogether, 185 respondents took part in the study. SEM was used to test the relationship between Chinese cultural values and work values, and difference analysis was employed to test the impact of respondents' Western cultural exposure experiences.FindingsInteresting results are found concerning Chinese employees' cross‐cultural work values. The study not only confirms the impact of cultural values on work values, but also brings some new thoughts on Hoftstede's belief that instead of high masculinity and individualism, Confucian dynamism is the main cultural value to foster self‐enhancement and most work value of Chinese employees.Research limitations/implicationsBecause China is a complex country, the limited Chinese sample should not be taken as representative. The current study did not differentiate respondents' demographic differences. Hence some demographic variables may have produced some of the intergroup differences reported in this study.Practical implicationsThe findings provide useful input for managers who are seeking to develop effective working relationships with Chinese counterparts.Originality/valueThis paper enriches existing Chinese values studies and serves as a starting point for future research concerning the detailed relationship between Chinese cultural values and work values.

scholarly journals Socially responsible human resource policies and practices: Academic and professional validation

2017 ◽  
Vol 23 (1) ◽  
pp. 55-61 ◽  
Author(s):  
Jesus Barrena-Martínez ◽  
Macarena López-Fernández ◽  
Pedro Miguel Romero-Fernández
Keyword(s):  
Human Resource ◽  
Socially Responsible ◽  
Human Resource Policies ◽  
Policies And Practices

UNETHICAL HR PRACTICES AND THEIR IMPACT ON EMPLOYEES

2021 ◽  
Vol 12 (1) ◽  
pp. 35-44
Author(s):  
Dr Sumbul Tahir ◽  
Keyword(s):  
Human Resource ◽  
Exploratory Study ◽  
Hr Practices ◽  
Human Resource Policies ◽  
Unethical Practices ◽  
Conceptual Clarity ◽  
Theoretical Paper ◽  
The Subject ◽  
Practical Implications ◽  
Policies And Practices

Purpose: To throw light on some unethical Human resource policies followed by companies and suggest ways to overcome them. Approach: This is a theoretical paper designed to provide conceptual clarity on the subject. An exploratory study aims to enhance recognition and understanding of some policies and practices causing discomfort to employees. Findings: Several policies reported to be unethical by employees worldwide have been described in detail. Practical implications: This paper will offer insights to HR professionals encouraging them to realize and change some policies and practices that have become a part of their organizations. It also will encourage people from other fields to learn how they can flag unethical practices in their organizations.

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