Cultural Context in Hr Practices
The objective of this research is to investigate and analyse the importance of multinational enterprises (MNEs) to have consideration about culture differentiations in Human Resource (HR) practices when they are expanding or starting their business in host countries.
The dimensions of culture and the categories of functional HR practices will be briefly outlined at the beginning. After that, this study will analyse the importance of cultural involvement in HR practices, and its two main reasons, which is culture differentiations having significant influences in MNEs’ HR practices, and MNEs pursuing competitive advantage (CA) and long-term sustainability (Stone, Stone-Romero & Lukaszewski, 2007), (Schuler & Jackson, 2001) & (Chan, Shaffer & Snape, 2004). Next, this paper will focus on the impacts of different cultural dimensions in specific functional HR practices in detail. Last but not least, this research will propose a HRM control system which including Input Control, Behaviour Control and Output Control to MNEs (Snell, 1992), in order to engage a better culture fit in International HR practices.
This research utilizes Hofstede’s (1980, 1983 &2001) six cultural dimensions and Zeynep’s (2005) six types of functional HR practices to examine the relationship between culture differentiation and HR practices. However, only four of the six cultural dimensions (i.e. Power Distance, Uncertainty Avoidance, individualism vs. collectivism and Masculinity vs. Femininity) and two of the six HR practice (i.e. Job Analysis & Design and Recruitment & Selection) will be involved in this article. Moreover, Snell’s (1992) HRM Control theory will be applied as a proposal to deal with cultural adaption eventually.
2.The framework of culture & HR practices
Culture is a group of members sharing the common values, behaviours and attitudes. It is dynamic and will be transmitted gradually since they were born. Culture can be separated into six dimensions (Specific details refer to
The dimensions of culture and the categories of functional HR practices will be briefly outlined at the beginning. After that, this study will analyse the importance of cultural involvement in HR practices, and its two main reasons, which is culture differentiations having significant influences in MNEs’ HR practices, and MNEs pursuing competitive advantage (CA) and long-term sustainability (Stone, Stone-Romero & Lukaszewski, 2007), (Schuler & Jackson, 2001) & (Chan, Shaffer & Snape, 2004). Next, this paper will focus on the impacts of different cultural dimensions in specific functional HR practices in detail. Last but not least, this research will propose a HRM control system which including Input Control, Behaviour Control and Output Control to MNEs (Snell, 1992), in order to engage a better culture fit in International HR practices.
This research utilizes Hofstede’s (1980, 1983 &2001) six cultural dimensions and Zeynep’s (2005) six types of functional HR practices to examine the relationship between culture differentiation and HR practices. However, only four of the six cultural dimensions (i.e. Power Distance, Uncertainty Avoidance, individualism vs. collectivism and Masculinity vs. Femininity) and two of the six HR practice (i.e. Job Analysis & Design and Recruitment & Selection) will be involved in this article. Moreover, Snell’s (1992) HRM Control theory will be applied as a proposal to deal with cultural adaption eventually.
2.The framework of culture & HR practices
Culture is a group of members sharing the common values, behaviours and attitudes. It is dynamic and will be transmitted gradually since they were born. Culture can be separated into six dimensions (Specific details refer to