Hrm Brunei vs Other Western Country
Introduction
Employees are indispensible to an organization. Personnel management, now known as human resource management (HRM), ensures that an organization produces maximum output with the greatest efficiency. The role of HRM covers selecting and hiring the right employee, training and retaining talent, wage dispensation to maintaining employee relations (Nankervis et al, 2011). In this essay, we will be looking into a case study of HRM in Brunei and will cover three topics. Firstly we explore how culture affects the way a country runs its economy, its legal and political system, and how they adapt to technology. Next, we discuss how HRM allows individual employees to acclimatize themselves to technical differences in an organization. Lastly, we will do a comparison of how HRM differs in Brunei as compared to a western country.
Culture (An Overarching Umbrella)
Laurent (1986, p. 92) stated that, ‘every culture has developed through its own history some specific and unique insight into the managing of organization and their human resources.’ Hofstede’s (1984) cultural dimensions theory defines that the values of a society are influenced by their culture, and their belief in those values shapes the behavior of the society. This cultural dimension is most frequently used across culture studies, especially in differentiating Asian and Western cultures (Cho, et al. 1999).
Figure 1: Hofstede’s Software of the Mind (Hofstede, 1984) Dimension | Explanation | Power Distance | The degree to which the less influential associates of institutions (such as family) and organizations expect and accept the unequal distribution of power. | Collectivist vs. Individualist | The scale of which individuals are incorporated into groups | Masculinity vs. Femininity | Refers to the distribution of roles and values between the genders. The women in feminine countries have the same modest, caring and competitive, like the men. However, in masculine countries, women are
Employees are indispensible to an organization. Personnel management, now known as human resource management (HRM), ensures that an organization produces maximum output with the greatest efficiency. The role of HRM covers selecting and hiring the right employee, training and retaining talent, wage dispensation to maintaining employee relations (Nankervis et al, 2011). In this essay, we will be looking into a case study of HRM in Brunei and will cover three topics. Firstly we explore how culture affects the way a country runs its economy, its legal and political system, and how they adapt to technology. Next, we discuss how HRM allows individual employees to acclimatize themselves to technical differences in an organization. Lastly, we will do a comparison of how HRM differs in Brunei as compared to a western country.
Culture (An Overarching Umbrella)
Laurent (1986, p. 92) stated that, ‘every culture has developed through its own history some specific and unique insight into the managing of organization and their human resources.’ Hofstede’s (1984) cultural dimensions theory defines that the values of a society are influenced by their culture, and their belief in those values shapes the behavior of the society. This cultural dimension is most frequently used across culture studies, especially in differentiating Asian and Western cultures (Cho, et al. 1999).
Figure 1: Hofstede’s Software of the Mind (Hofstede, 1984) Dimension | Explanation | Power Distance | The degree to which the less influential associates of institutions (such as family) and organizations expect and accept the unequal distribution of power. | Collectivist vs. Individualist | The scale of which individuals are incorporated into groups | Masculinity vs. Femininity | Refers to the distribution of roles and values between the genders. The women in feminine countries have the same modest, caring and competitive, like the men. However, in masculine countries, women are