ihrm doc
TRANSCRIPT
TITLE
INTERNATIONAL HUMAN RESOURCE DEVELOPMENT ASSIGNMENT
STUDENT ID:
“In an era of globalisation and dynamic change the role of culture is increasingly seen as important mediator in management behaviour.
Assess the relative impacts of National Culture and Organisational Culture on management behaviour. What does this mean for Human Resource Development? “
TABLE OF CONTENTS
ABSTRACT……………………………………………………………………….i
TITLE OF ASSIGNMENT……………………………………………………….ii
1.0 Introduction………………………………………………………………………..1
1.1 Globalization………………………………………………………………………1
1.2 The Multinational Corporation……………………………………………………1
1.2.1 The Management Pyramid………………………………………………………...2
1.3 Evolution of Human Resource Development……………………………………..3
1.3.1 From Personnel Management to Strategic International Human Resource
Management and Development………………………..………………………….3
1.3.2 Personnel Management to Human Resource Management………….....................4
1.3.3 Training and Development……………………..…………………………………4
1.3.4 Human Resource Development……..…………………………………………….5
1.3.5 Strategic Human Resource Management…………………………………….……5
1.3.6 International Human Resource Management…………………………………..….5
1.3.7 Strategic Human Resource Development…………………………………….…...6
1.3.8 Strategic International Human Resource Management………………………..….6
2.0 Entering into International Business…………………………………………...….6
2.1 MNE’s International Orientation……………………………………………….....7
2.1.1 Some Organizational Factors…………………………………………………..….8
2.2 The Strategic Development of Models………………………………………...….9
2.2.1 Porter’s Model Competition in Global Industries………………………………..10
2.3 Strategic Disposition……………………………………………..........................11
2.3.1 The Adaptive Model……………………………………………………………..12
2.3.2 Global Strategy………………………………………………………………..…13
2.4 Strategic International Human Resource Management………………………….13
2.4.1 The Phases of Internationalization. (Adler & Ghadar (1990)……………………14
TABLE OF CONTENTScontinued
3.0 Culture……………………………………………………..…………………….16
3.1 National Culture………………………………………………………………….17
3.1.2 Organizational Culture………………………………………………………..….17
3.2 Differences Between Corporate and National Culture…………………………..18
3.2.1 Measuring the developments of Organizational culture………………………....18
3.2.2 Hofstede Cultural Dimensions Theory (Hofstede, 1997)………….…………….18
3.3 The impacts of National Culture and Organizational behaviour…….…………..19
4.0 In Conclusion…………………………………………………………………….20
5.0 REFERENCES…………………………………………………………………21
LIST OF TABLES
Table 1 - Anthony’s Triangle - pg 2.
Table 2 - Evolution of HRM - pg 3.
Table 3 - Internal Approach - pg 9.
Table 4 - External Approach - pg 10
Table 5 - Measure of Corporate Culture - Pg 18a
LIST OF FIGURES
Figure 1. - Definitions of Level of Management Control pg 3.Figure 2 - The Levels of Strategy - pg 11.Figure 3. - Cultural Differences at Organizational
And National Level - pg 18.
ABSTRACT
Globalization is the appreciation that is widely regarded as a prime mechanism for
international human resource management (Strybosch and Fitzpatrick, 2007).
This elimination of geographical borders, when attaining business, and the successive
removal of cultural and distance barriers, have optimistic international business, and
caused human resource practitioners to develop new concepts and skills to manage
people outside their traditional boundaries.
Globalization also refers to the: “The growing integration of the economies around the
world, particularly through trade and financial flows. It is the movement of people (labor)
and knowledge (technology) across international borders.”(IMF staff, 2002)
1.0 Introduction
1.1 Globalization
The globalization of business has revealed a significant acceleration in business
transactions, as more and more organizations invested outside their domestic borders.
There is an increase in cross-border mergers and acquisitions, international joint ventures,
and alliances which establishes a vast exchange of capital and people, growth of trade
and rapid transfers of technology all around the world (Briscoe and Schuler, 2004).
There is an un-considerable level of foreign competition both overseas and locally. Due
to the internationalization of business, managers in organizations need not only deal with
issues within the organization or in the region of the domestic market, but also with the
challenges of global competition. On the basis of hybrid quality, service and
management, also the possibilities of opportunities for growth; gaining and maintaining
competitive advantage.
1.2 The Multinational Corporation
A multinational corporation (MNC) or multinational enterprise (MNE) is a
corporation /enterprise that manages production or delivers services in more than one
country. Multinational corporations can have a powerful influence in local economies,
They play an imperative role in international affairs and globalization.
Whilst traditional MNCs are national companies with foreign subsidiaries,
Transnational Corporation (TNC) spread out their operations in many countries
sustaining high levels of local responsiveness.
While MNEs invest across borders, they transfer HRM practices to their overseas
subsidiaries which are not smooth processes (Ngo, Turban, Lau and Lui, 1998).
1.
1.2.1 The Management Pyramid
In the effort to categorize how and where information is used in an organization
to support decision making, it is useful to define a taxonomy of terms. “One good
initial point for building a framework is the Anthony Triangle ( shown in Table 1). ,
which states operational activities, management control, and strategic planning.” (Kanter
& Miserendino, 1987). These three levels of management operations are defined by
Robert Anthony ( 1965) Planning and Control Systems: A Framework for Analysis.
Richard Hackathorn (2002) and Turban, et. al (2004) summarize the three levels as
Stated in Figure 1
Table 1. Anthony’s Triangle
2.
Definitions of Level of Management Control
Figure 1.
Level Hackathorn (2002) Turban (2004
Strategic PlanningDefinition of goals, policies
Defining long-range goals
... Determination of and policies for resource
organizational objectives. allocation
Management and Tactical Control Acquisition of resources, The acquisition and
tactics ... Establishment and
efficient use of resources in
monitoring of budgets. the accomplishment of
organizational goals
Operational Planning and Control
Effective and efficient use of existing facilities and
The efficient and effective
resources to carry outexecution of specific goals
activities within budget
activities within budget
………………………………………………………………………………………………
1.3 Evolution of Human Resource Development (shown in table 2)
1.3.1 From Personnel Management to Strategic International Human Resource
Management and Development
“The personnel management function lacks strategic relevance because it is locked into a
mainly administrative role.” (Rowland and Summers, 1981)
3.
1.3.2 Personnel management to Human Resource Management
Guest (1987) classified six factors relating to the transition from personnel management
to HRM :
1. The search for competitive advantage through better utilization of HR.
2. The models of excellence.
3. The failure of personnel management in promoting the
potential benefits of effective management of people
4. The decline in trade union pressure.
5. The changes in the workforce and the nature of work with better
education.
6. The demand of more flexible jobs and the availability of new models
These six aspects, independently or collectively, have motivated researchers and
practitioners to endorse and adopt new and better models for managing people.
Personnel management transformed into human resource management, in 1970s,
representing a change towards the integration of personnel functions, strategically
focused on overall organizational competitive advantage.
Distinctive in previous periods, this stage represents the integration of personnel
management and industrial relations into a strategic approach to the management of an
organization’s human resources and this directed to the development of Strategic Human
Resource Management (SHRM).
1.3.3 Training and Development
The fundament aim of training and development is to help the organization achieve its
purpose by adding value to its key resources which are the people they employ. Training
means investing in people to enable them to perform better and to empower them to make
the best use of their abilities. Whereby Development means the learning opportunities
are designed to help employees grow.
4.
1.3.4 Human Resource Development
HRD refers to "organized learning activities arranged within an organization in order to
improve performance and/or personal growth for the purpose of improving the job, the
individual, and/or the organization" Also, HRD includes the areas of training and
development, career development, and organization development. This is related to
Human Resource Management.
1.3.5 Strategic Human Resource Management
SHRM can be professed as a “macro” perspective (e.g. strategies and policies), whereas
Human Resources Management represents more of micro approach.
Wright and McMahan (1992) define SHRM as the pattern of human resource
development and activities intended to enable an organization to achieve its goals.
1.3.6 International Human Resource Management
International human resource management is the process of managing people across
international boundaries by multinational companies. It involves the worldwide
management of people, not just the management of expatriates.
Convergence and divergence
According to Brewster et al (2002) the effectiveness of global HRM
depends on ‘the ability to (convergence) or adapt them to suit local
conditions (divergence)’ in response to local requirements.
5.
1.3.7 Strategic Human Resource Development
Strategic human resource development involves introducing, eliminating, adapting and
guiding processes in a way that individuals and teams are equipped with the skills,
knowledge and competences that are required to undertake current and future tasks on
behalf of the organization.
1.3.8 Strategic International Human Resource Management
Strategic international human resource management (SIHRM) is the process of managing
people across international boundaries by multinational companies.
The aims of SIHRM are to ensure that HR strategies, policies and practices
are developed and implemented that will help the enterprise to operate
worldwide coordination’. Schuler et al (1999)
2.0 Entering into International Business
Management, in an international situation, is one of the most critical highlights for
implementing a global business successfully. International businesses require strategic
management approaches to execute its business because there are political, cultural and
economic divergence among countries or regions whereby management policies and
practices have to be adjusted to the local environment. Thomas (2002) argues that
management of such international and global organizations would involve dealing with
human resources, customers, suppliers, rooted in their own distinctive local culture,
which would both be a barrier and a challenge to the organization.
According to Welch and Schuler (1999) a highly essential part of international business is
finding and developing the human resources to implement an international business
strategy for which effective human resource management is crucial.
World markets have now become competitive arenas where organizations strive for
market share against local and foreign competitors (Dowling, et. al., 1999).
6.
There is even a growing number of organizations that are setting out more than
Mc Donald’s, Nestle, Unilever, Coca-Cola, Nike and many others. As a result it becomes
more complicated to clarify ‘national identity’ of products and services. The world
economy is becoming interdependent and global. This phenomenon has forced top
management of firms to articulate structured international strategies.
Internalization reveals a common process, the processes are not the same for all
organizations. In each of the stage within this evolutionary process, there are different
structural responses, control mechanisms (Dowling, et. al., 1999).
The specific entry strategies for going international include exporting, wholly-owned
sales subsidiary or local sales office, licensing, franchising, joint ventures or strategic
alliances. (Briscoe and Schuler, 2004).
2.1 MNE’s International Orientation
In the MNE’s international orientation : There are two contradictory forces for global
integration versus local responsiveness in MNEs.
HR is one of the most crucial functions that are under the influence that usually deals
with cultural differences and local regulations to a greater extent than other business
functions. (Taylor et al 1996, Harzing and Roosevelt, 2004) has identified 3 orientations
in the MNE’s international IHRM system:
Adaptive Orientation: MNEs with an adaptive orientation demonstrate high
local responsiveness/isomorphism and low global integration. They design HRM
systems for their subsidiaries that reflect their local environment. This orientation
is similar to Perlmutter’s polycentric approach.
7
Exportive Orientation: MNEs with an export orientation demonstrate low local
responsiveness/isomorphism and high global integration. MNEs’ intention here is
to transfer their HRM practices to their subsidiaries. This orientation is consistent
with Perlmutter’s ethnocentric approach.
Integrative Orientation: An integrative approach combines global integration
and local responsiveness/isomorphism. The objective of the MNE is to use the
‘best practices’ which can originate from both the MNE headquarters and the
subsidiaries.
2.1.1 Some Organizational factors
Among many business practices—finance, marketing, manufacturing, and HRM- the
distinct pressures for global standardization and local responsiveness are evident.
Ondrack (1985) have argued that for international transfers, as subsidiaries have less
dependence on the MNE headquarters for resources, they exercise more autonomy and
power. They can be given the autonomy through a series of management systems such as
management of career paths and management development. The more an MNE
headquarters pursues an ethnocentric orientation, the more likely that MNE subsidiaries
will conform to the HRM practices of the Headquarters and the more an MNE
headquarters pursues a polycentric orientation, the more the HRM practices of the MNE
subsidiaries will be aligned with the host country.
It was found that any MNE that was found polycentric was considered to pursue local
responsiveness; and others that were found geocentric was considered to be transnational.
Since orientation to headquarters and regional headquarters was considered together as
part of an influence internal to the MNE organization in this research, any MNE with
these attitudes would be regarded to follow standardization or ethnocentrisms.
The term ‘transnational’ used for companies meets the demands of both national reaction
and global integration/efficiency. (Bartlett and Ghoshal, 1989):
8
2.2 The Strategic development of models
The changing evolutionary models of Westney and Zaheer (2001) for MNE organizations
are were obtainable and known as Internal and External Methods shown in table 3 and
table 4. This challenging balance force MNEs to shape their decision-making processes
with reference to the strategic needs of the organization.
Three distinct internal approaches have been found in the first studies on MNE
organizations.
Table 3 Internal Approach
Approach Meaning
The structural evolution
approach
Have focused on the channel by which MNE organizational
structure evolved.
The evolution of MNE Based on activities in terms of value-adding activities - Value
adding activities range from export sales to sales offices to
production facilities and to full value-chain subsidiary
The evolution of
managerial mindsets
Which was proposed by (Heenan and Perlmutter,1979) This research identified three primary attitudes towards building an MNE: ethnocentric or, polycentric and geocentric.
9.
Table 4 External Approach
Approach Meaning
The theory of evolution of
multinational organization
which focused on focused on managerial processes rather than
formal structures.
Integration-Responsiveness
(I/R) Framework
which has been developed by C.K. Prahalad, Yves Doz and
Chris Bartlett (1980) it portrayed emergence of conflicting
demands confronting MNEs
The “forces for global
integration’ and ‘forces for
national differentiation
as proposed by Bartlett (1986)
The ‘transnational’ as proposed by Bartlett (1986)
According Bartlett and Ghoshal (1986) the researcher described four models of MNS as
multi national to international, global and transnational. The multinational and
international models transnational model is an integrated network of interdependent
subsidiaries, the sub units of the transnational are linked to each other directly.
10.2.1 Porter’s Model Competition in Global Industries
Coordination involves various options. Coordination includes the degree of
countries in order to improve competitive advantage (Taggart, 1997). Porter (1986)
tightly coordinated by the same control systems, information systems, technologies
Porter’s Model, the configuration and coordination dimensions are brought together
for evaluating international strategy at the overall organizational level. The subsidiary
level strategy in the figure 2
10.
Figure 2
Source: From Competition in Global Industries by M. E. Porter, 1986, Boston, Massachusetts: Hardvard Business School Press, p.28.
2.3 Strategic Disposition
According to Perlutter (1979) he has stated that there are two criteria’s that are practical
for evaluating multinationalism but it’s not adequate enough to measure what is called
the attitudinal criteria. Perlmutter named this criteria as attitudinal criteria. These
attitudes were known as ethnocentric, polycentric, and geocentric.
The theorist explained,”the way decisions are made in an MNE are profoundly
influenced by the way the home-country management think about doing business
around globally and analyze overseas market opportunities.” This means home country
attitudes and beliefs are heavily important in positioning an MNE headquarters’
multinational direction.
11.
According to (Taylor et. al., 1996), “Recent models of SIHRM have been provided with a
macro perspective and highlighted the SIHRM system as a way for MNEs to successfully
manage and control their operations across borders.”
2.3.1 The Adaptive Model
Taylor, (1996) and other theorist have constructed their model on the resource-based
view theory which distinctly shows how the theory can be integrated into Human
Resource Management.
“This suggests that human resource systems can contribute to the sustained competitive
advantage through maintaining the development of competencies that are specific to the
organizations objectives; social relationships which are embedded in an organization’s
history and culture; the generation of tacit organizational knowledge.” Taylor et al., 1996
As stated by Taylor et al. (1996); “According to the model, the within the MNE, the
resources are differentiated into three levels. Which are highlighted as follows”:
1. The National level which includes the parent company’s national resources with
reference to the economic, cultural and human resource aspects.
2. The second level of resources is the Parent Company Level and includes all the
tangible and intangible assets that the MNE has developed over its lifetime.
3. The Affiliate level which can provided as a benefit for the MNE at the local,
regional or global level.
It must be noted that these resources can be useful at the main location and or across
countries.
12.
2.3.2 Global Strategy
“Global integration or standardization” is the solution for competitive advantage for
organizations pursuing a global strategy. These companies integrate and produce
standardized products in an efficient way (in a cost-effective manner). All value chain
activities – i.e. procurement, in-bound logistics, and operations are optimized on a
worldwide scale (Bartlett and Ghoshal, 2004; Porter, 1986).
2.4 Strategic International Human Resource Management
Schuler et al. (1992) have discussed two main strategic dimensions that SIHRM is
profoundly concerned with and influenced by inter-unit linkages. Accordingly, as MNEs
operate as units or subsidiaries in various countries, there is a high need to manage,
coordinate and control these units.
How each unit is to be controlled, integrated or differentiated is of strategic importance
for MNEs and the decision about whether to differentiate or to integrate the units is
strategic for MNEs ensures high performance results from all units so as to produce
triumphant business results.
It must be noted that different constraints exist that influence the performance of MNEs.
Units or subsidiaries of an MNE may operate in business environments with different
levels of economic and political volatility; the physical distance and time-zone
differences in legal contexts such as local labor laws. Whether to differentiate or to
integrate the units is also strategic for SIHRM.
With regards to strategic dimension refers to internal operations. Each unit or
laws, politics, culture and economics must be strategic for MNEs. SIHRM is also
influenced significantly by changeable internal operations. Therefore the position of
HRM gives hand to the position of SIHRM; as the MNEs grow in the global
environment.
13.
2.4.1 The Phases of Internationalization. (Adler and Ghadar (1990))
According to Harzing and Roosevelt,( 2004) “Adler and Ghadar’s Model can be traced
back to Vernon’s life cycle theory where he give explanation about internationalization
phases from a product life cycle viewpoint.
As a result, there are three main phases:
• Phase 1 - (‘high tech’) – Research and development provides an important role for the
firm.
• Phase II (‘growth and internationalization) – Market development and Market
Penetration both at home and abroad are important.
• Phase III (‘maturity’) – Having penetrated into the markets, the firm takes cost
control measures in order to lower prices.
As stated by Adler and Ghadar ( 2004). “A fourth phase that has been identified as
differentiation and integration for penetrating and partaking in different markets and
achieving cost control respectively.”
Differentiation requires that two concerns have to be taken into consideration by
organizations which are the cultural aspects of different markets and customer
Preferences; and adaptation of the product and business methods towards local
Markets. In order to necessitate more a receptive and accepting company with regards to
local circumstances and cross-cultural compliance, HRD become one of the main focuses
of attention.
Having established the differentiation phase, Adler and Ghadar have linked Vernon’s
model to culture and HRM. They have disputed that the influence of cultural concerns of
a country or market, as essential HRM policies and instruments differentiates, the
organization goes through the following phases:
14.
• Phase I (Domestic): The organization at this stage focuses on home market and
exporting. The influence of foreign cultures is however ignored and there is virtually no
manifestation of international HRM.
• Phase II (International): The organization pursues a polycentric perspective
emphasizing differentiation and local responsiveness. Therefore, the cultural
differences, tastes, needs, preferences of each foreign market which should be highly
dealt with. In this case, production, marketing and sales operations are usually
performed in the host country. Excellent management of the Business Unit in the host
country, financial control, technical expertise and cross-cultural sensitivity make
international HRM more significant.
• Phase III (Multinational): The organization focuses on global strategy, low cost
and price competition. Cultural sensitivity is not as important as in Phase II but still
develops to suit to the cultural diversity. In view of the fact that the organization acts
internationally, recruiting and developing a management team in which all members
share the same organizational values and norms even though the organization operates in
different geographical environment which is one of the most crucial tasks of HRM.
• Phase IV (Global): The organization focuses on both local receptiveness and global
integration. The ‘high quality’ concern is the key success factor which is expressed
in the firm’s ability to adjust their products to different needs, wants and tastes in
different markets. In this phase the success of International HRM depends on its
recognition, rewarding and offering successful and talented managers the
opportunity to grow and thrive throughout the organization.
15.
3.0 Culture
Culture and values are associated with the national culture of a country as boundaries that
allow interaction and socialization within them. The researchers have analyzed the
influence of these national cultural values, attitudes and behaviours on business and
management styles (Hofstede, 1980; Trompenaars & Hampden-Turner, 1997).
At the same time, the movement of people across national borders and the preservation of
particular group with specific characteristic customs, together with differences in social
and economic experiences, highlights that subcultures can coexist in many countries.
The cultural approaches to HRM, examining how cultural values and norms shape
managerial choices across national contexts and how these may, in turn, explain
differences in HRM. In this regard, culture can be defined as the “crystallisation of
history in the thinking, feeling and acting of the present generation” (Hofstede, 1993).
Bartlett and Ghoshal (1998) also suggest that the history, infrastructure, resources and
culture of a nation state permeate all aspects of life within a given country, including the
behaviour of managers in its national organizations.
It must be noted that the traditional national cultural values affect managerial processes
and organizational behaviours, which, in turn, affect economic performance. It has been
common to conceptualize and measure culture through various value dimensions
(Hofstede, 1980; Schwartz, 1994; Trompenaars & Hampden-Turner, 1997).
16.
3.1 National Culture
National culture is thought to shape its members’ basic assumptions (Hofstede,
1983).
Second, the enduring character of culture helps continuously to socialize new generations
of members and reinforce the predominant cultural values and norms
(Child & Kiesser, 1979) which, in turn, influence the preference individuals have for
particular HRM policies and practices (Sparrow & Wu, 1998) and the degree to which
these policies and practices will function effectively within a given cultural system.
Third, according to social cognition theory, individual cognition is strongly influenced by
one’s cultural background (Abramson, Keating, & Lane, 1996; Bandura, 2001).
Specifically, culture may influence the way in which individuals “scan, select, interpret
and validate information from the environment in order to identify, prioritize and
categorize issues” (Budhwar & Sparrow, 2002b: 603). As a lens, cultural colour both the
design and implementation of HRM in that specific socio-cultural context.
Because ensuring fairness/justice is one of the key concerns of HRM, the culture-
bounded appreciation of justice will, in turn, how key HRM practices such as
recruitment, appraisal, compensation, and promotion are designed and implemented in a
specific society.
3.1.2 Organizational Culture
A Organizational culture is a professional educated, shared, relatively enduring,
interdependent system meaning that classify, code, prioritize, and justify activity within
the organization and toward external environments that are relevant.
17.
3.2 DIFFERENCES BETWEEN CORPORATE AND NATIONAL CULTURES
An organizational culture is different from a national culture because of the different function they participate in; by the manifestations of culture. Culture at national level is manifest mostly in values and less in practices; culture at organizational level exist in mostly in practices and less in values. As shown in Figure 3.
Figure 3. Cultural Differences at Organizational and National Levels
3.2.1 Measuring the developments of organizational culture
Measuring the development of organizational culture over time. This will show whether the attempted culture has materialized, as well as cultural effects of external changes which occurred after the previous study. (Hofstede, 1997).
3.2.1. Hoffstede Cultural Dimensions theory (Hoffstede, 1997).
Geert Hofstede (1997) proposed a systematic framework for assessing and differentiating
national cultures in relation to organizational culture known as the cultural dimensions
theory. He gathered and analyzed extensive data on the world's values and cultures, in
order to build a comprehensive model which argues that people differ across on the
extent to which they endorse six dimensions of values.
18.
They are as follows:
“Power (equality versus inequality), collectivism (versus individualism), uncertainty
avoidance (versus tolerance), masculinity (versus femininity), temporal orientation, and
indulgence (versus restraint).” Hofstede (1997)
All the levels in communication are affected by cultural dimensions: verbals (words and
language itself), non verbals (body language, gestures) and etiquette do’s and don’ts
(clothing, gift-giving, dining, customs and protocol).
3.3 The Impacts of National culture and Organizational behavior
In reviewing the tools in assessing the impacts of National culture and Organizational
behaviour the researcher is of the view that International Human Resource Development
needs to strategically be apart in the organization’s reconfiguring process. This will
facilitate in ways that create new organizational cultures which shaped not only by
technologies and markets but also by the cultural preferences, the interaction of their
employees as they respond to change.
The driving purpose of these organizations is personal development. The culture provides
a sounding board for revolutionary philosophy and inventive creativity;
Galbraith (1997) recommended that, instead of simply responding to change, global
organizations should be designed for change. As stated by Drucker (1997) reiterates this
opinion and suggests that it is not about replacing the current organizational designs, but
that new designs are “being superimposed on them” . He continues by noting that
organizational design must incorporate “different purposes, different people, and
different cultures” . It is this rapid response sequence that successful multinational
organizations need to imitate in order to remain competitive and to succeed in today’s
invigorating international business environment.
19.
4.0 In Conclusion
When MNEs follow a multi-domestic strategy in executing their international
operations, their Business Units were more likely to implement locally in a responsive
manner. It was noted that the more MNEs pursued a pure polycentric orientation rather
than ethnocentric or geocentric orientation, the more the Business Unit was likely to
develop practices in a locally receptive approach. The MNE would of established a
significant relationship between local responsiveness of IHRD practices in terms of
recruitment/selection criteria, staffing process, management of performance appraisal,
management of career planning and control orientation regarding strategic and
investment decisions. Based on cultural adaptation values; which provide emphasis to the
view that systems must change to survive in a dynamic environment thereby revealing
the importance of adapting to the greater cultural diversity.
20.
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