The Influence of Culture on Global Human Resource Management

The Influence of Culture on Global Human Resource Management



Abstract

In this study we try to explore the concept of “The Influence of Culture on Global Human Resource Management” in a holistic context. The main focus of the research is on culture and its relation with “Human Resource Practices”. The process of managing across cultures sits between the globalizing power of business and the localizing power of culture and politics. The problem in implementing such a process effectively lies in knowing the unknown. In this respect, it can be argued that the more is known by the international manager (expatriate) about the local working environment and the local employees, and the more the local employees know about the corporate culture and its operations, the greater and the better global integration and local responsiveness there will be and hence greater effectiveness in managing across cultures. The paper has focused on secondary research method.

Table of Contents

Introduction….4

Discussion4

Conclusion8

Reference10

The Influence of Culture on Global Human Resource Management

Introduction Cultural dissimilarities can influence an association in numerous ways; it can reinforce as well as distract the workforce. With the latest globalization it is absolutely crucial and associations today realize the significance of cultural diversity in alignment to succeed. Due to kind of dialects communication is a key component in any thriving enterprise relationship. An enterprise should realize how cultural diversity influences the association and how management and human resources address these matters from a business level (Gelfand, 2007, 479-514). Any matters that are not addressed can influence the association contrary, which directs to awful publicity. In every organization, enterprise human resources realize the significance of cultural diversity. Sometimes the diversity hampers the growth of the organization if they are not handled properly. They are dedicated employees in location to make certain all workers are treated identically and equitably as well as the association is enthusiastic to realize the standards of sustaining a diversified workforce.

Discussion

The process of managing across cultures sits between the globalizing power of business and the localizing power of culture and politics. The problem in implementing such a process effectively lies in knowing the unknown. In this respect, it can be argued that the more is known by the international manager (expatriate) about the local working environment and the local employees, and the more the local employees know about the corporate culture and its operations, the greater and the better global integration and local responsiveness there will be and hence greater effectiveness in managing across cultures (Jacob, 2005, 514 - 528). The factors that facilitate the process of knowing the unknown are: the ability to assess and avoid risks by both local and international employees; and the encouragement of 'reverse diffusion' of management good practice from the host to the home country. Although many countries have opened their doors to foreign investment, there are still problems of local acceptance that should not be underestimated in managing across cultures. When investing in a foreign country, MNCs should assess the ...