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Culture is a social value that helps coorporations together. • Culture functions as a semblance and control mechanism, guiding and shaping employee attitudes and behaviors. Culture improves company dedication and boosts employee behavior consistency.
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The objective of the study is to investigate and analyze the influence of culture on human resource management practices. The research is expected to answer the importance question: Are HRM practices influenced by national culture or not? It is generally accepted that the practices of management is considered to be universal until Hofstede (1980:42) published the seminal work: Culture’s Consequences: International Differences in Work Related Value in 1980. Hofstede’s work is the most popular in cross culture management studies so that his framework in national culture will be used in this research. Structural equation model (SEM) with Two Step Model Building Approach is used to test structural theory. It is used to test the hypotheses model statistically to determine the extent to which the proposed model is consistent with the sample data. SEM incorporates both confirmatory factor analysis and multiple regressions to estimate a series of interdependent relationship simultaneously. The results of descriptive analysis indicate that the national culture dimensions tend high for collectivism, power distance, masculinity and uncertainty avoidance, quite different from Hofstede (1980) findings that Indonesia has high collectivism, high power distance, and moderate in masculinity and low in uncertainty avoidance. While in Second Order Confirmatory Factor Analysis, collectivism, power distance and uncertainty avoidance are confirmed as a dimension of national culture but masculinity are not. In structural testing, it indicates that two hypotheses i.e. the influence of national culture on career development and compensation are supported but the influence of national culture on staffing and participative management are not supported. Organizational culture also shows influence on staffing and participative management. One of human resource management practices i.e. career development influence on organizational performance but others such as staffing, participative management, and compensation does not. This study shows that national culture and organizational culture influence on some of human resource management practices. Therefore, this research supports the divergence theory that human resource management practices are culture-bound.
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Culture is a social value that helps coorporations together. • Culture functions as a semblance and control mechanism, guiding and shaping employee attitudes and behaviors. Culture improves company dedication and boosts employee behavior consistency.
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The objective of the study is to investigate and analyze the influence of culture on human resource management practices. The research is expected to answer the importance question: Are HRM practices influenced by national culture or not? It is generally accepted that the practices of management is considered to be universal until Hofstede (1980:42) published the seminal work: Culture’s Consequences: International Differences in Work Related Value in 1980. Hofstede’s work is the most popular in cross culture management studies so that his framework in national culture will be used in this research. Structural equation model (SEM) with Two Step Model Building Approach is used to test structural theory. It is used to test the hypotheses model statistically to determine the extent to which the proposed model is consistent with the sample data. SEM incorporates both confirmatory factor analysis and multiple regressions to estimate a series of interdependent relationship simultaneously. The results of descriptive analysis indicate that the national culture dimensions tend high for collectivism, power distance, masculinity and uncertainty avoidance, quite different from Hofstede (1980) findings that Indonesia has high collectivism, high power distance, and moderate in masculinity and low in uncertainty avoidance. While in Second Order Confirmatory Factor Analysis, collectivism, power distance and uncertainty avoidance are confirmed as a dimension of national culture but masculinity are not. In structural testing, it indicates that two hypotheses i.e. the influence of national culture on career development and compensation are supported but the influence of national culture on staffing and participative management are not supported. Organizational culture also shows influence on staffing and participative management. One of human resource management practices i.e. career development influence on organizational performance but others such as staffing, participative management, and compensation does not. This study shows that national culture and organizational culture influence on some of human resource management practices. Therefore, this research supports the divergence theory that human resource management practices are culture-bound.
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The objective of the study is to investigate and analyze the influence of culture on human resource management practices. The research is expected to answer the importance question: Are HRM practices influenced by national culture or not? It is generally accepted that the practices of management is considered to be universal until Hofstede (1980:42) published the seminal work: Culture’s Consequences: International Differences in Work Related Value in 1980. Hofstede’s work is the most popular in cross culture management studies so that his framework in national culture will be used in this research. Structural equation model (SEM) with Two Step Model Building Approach is used to test structural theory. It is used to test the hypotheses model statistically to determine the extent to which the proposed model is consistent with the sample data. SEM incorporates both confirmatory factor analysis and multiple regressions to estimate a series of interdependent relationship simultaneously. The results of descriptive analysis indicate that the national culture dimensions tend high for collectivism, power distance, masculinity and uncertainty avoidance, quite different from Hofstede (1980) findings that Indonesia has high collectivism, high power distance, and moderate in masculinity and low in uncertainty avoidance. While in Second Order Confirmatory Factor Analysis, collectivism, power distance and uncertainty avoidance are confirmed as a dimension of national culture but masculinity are not. In structural testing, it indicates that two hypotheses i.e. the influence of national culture on career development and compensation are supported but the influence of national culture on staffing and participative management are not supported. Organizational culture also shows influence on staffing and participative management. One of human resource management practices i.e. career development influence on organizational performance but others such as staffing, participative management, and compensation does not. This study shows that national culture and organizational culture influence on some of human resource management practices. Therefore, this research supports the divergence theory that human resource management practices are culture-bound.
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RESEARCH PROJECT 1 RESEARCH PROJECT 2 INTRODUCTION The management composition of any organization has been considered to be among the most important factors that determine the success of any organization. This is from the top to the bottom in the employee hierarchy as each member of the management has a role to play that leads to the overall success of the organization. An organization is therefore obligated to hire the most efficient management, especially at the top, for it to increase its chances of succeeding in its sphere of operation. Furthermore, with the continued rooting of globalization, managers are required to have certain qualities that will warrant their success in their expatriate assignments. This research project, therefore, seeks to find out the issues that determine the success of a particular manager. The research question on the other will be 'Does the use of local staff in international branches of the company yield higher productivity than current levels'. The hypothesis formulated is that when a company uses local staff, it is able to adapt better to the requirements of the local country. Through research, three types of staffing policies have identified in international businesses (and are among the options open to be used by companies): the geocentric approach, ethnocentric approach and the polycentric approach. I will review each of the policies and recommend the strategy that should be pursued by the firm. The most eye-catching staffing policy is undoubtedly the geocentric approach. This is despite the fact that it has several impediments to adopting it. Staffing Approach Strategic Appropriateness Advantages Disadvantages Ethnocentric International Overcomes absence of qualified managers in host state Unified Culture Helps transfer core competencies Produces resentment in host country Can lead to cultural myopia Polycentric Multidomestic Alleviates cultural myopia Cheap to implement Limits career mobility Isolates headquarters from foreign subsidiaries Geocentric Global and translational Uses human resources efficiently Helps put in place a strong culture and a network of informal management Expensive An ethnocentric staffing policy is one whereby all key management positions are occupied by parent-country nationals. A polycentric staffing policy on the other hand needs the host-country citizens to be hired to manage subsidiaries, while the parent-country citizens occupy major positions at their corporate headquarters. The third, which is the geocentric staffing policy, looks for the best individuals for key jobs all over the organization, notwithstanding the nationality. BACKGROUND RESEARCH Sending employees to work in foreign countries has been a trend fo ...
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Busn3025 Seminar 1 Introduction To Ihr Ma
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BUSN3025 I NTERNATIONAL
H UMAN R ESOURCE M ANAGEMENT Copyright 2003-2006, Chris Chan
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Global efficiency and
local responsiveness of different types of firms Copyright 2003-2006, Chris Chan Global efficiency High Low High Local responsiveness Global Transnational International Multinational
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