Manuel Mendonca

Impact of Culture on Human Resource Management Practices: A 10‐Country Comparison

Модель культурного соответствия объясняет, как социокультурное окружение влияет на внутреннюю рабочую культуру и практику HR-менеджмента. Эта модель проверялась в ходе опроса 1954 работников из бизнес-организаций 10 стран. Участники заполняли опросник из 57 вопросов, которыми измерялись мнения менеджеров по 4 социокультурным параметрам, 6 параметрам внутренней рабочей культуры и по практике HR-менеджмента в трех сферах. Умеренные множественные регрессии на индивидуальном уровне анализа показали, что менеджеры, характеризовавшие свое социокультурное окружение как фаталистское, считали также, что работники по своей природе не способны к гибкому реагированию. Эти менеджеры не применяли таких методов, как обогащение работы, делегирование надзорных полномочий, или премирование за превышение плана. Менеджеры, ценившие высокую лояльность, предполагали, что работники должны выполнять обязательства друг перед другом, и практиковали делегирование HR-полномочий. Менеджеры - сторонники патернализма и удаленности сильной власти ожидали от работников реакционности и не практиковали обогащение работы или делегирование полномочий. В статье обсуждаются культурно-специфичные паттерны связей между тремя наборами переменных, а также значение этой работы для кросс-культурной индустриально-организационной психологии.

Managing Human Resources The Issue of Cultural Fit

The issue of culture fit is explored through the use of a model that identifies the characteristics of the internal work culture of organizations in developing countries. The context of their sociocultural environment and the manner in which the cultural characteristics are likely to facilitate or hinder the effective use of the state-of-the-art human resource management practices and techniques are discussed. The problems and prospects associated with the uncritical adoption in developing countries of human resource management practices relating to work design, performance management, and reward systems are analyzed.

Impact of culture on performance management in developing countries

Argues that performance management techniques and practices developed in US organizations cannot be successful in the developing country context to gain competitive advantage unless the issue of culture‐fit is addressed adequately. “Culture‐fit” can be ensured when managers adopt human resource management strategies to overcome the cultural constraints and build on the strengths of the socio‐cultural environment.

Ethical Leadership in Three Dimensions

Is an ethical leader an oxymoron? Society demands and expects greater accountability from organizational leaders. The literature on leadership, especially business leadership, has neglected ethical issues by focusing only on those approaches and strategies that emphasize self-centred, individualistic concerns. How ever, true and effective leadership is one in which the leaders behaviour and the exercise of the leadership influence process are consistent with ethical and moral values. The authors argue that our understanding of leadership is incomplete, if not deformed, if it does not include the three critical dimensions of ethical leadership.

Employee Withdrawal Behavior

In today’s turbulent environment brought about by globalization and continuing technological change, innovation is a critical ingredient for a successful organization. Innovation means more than new technology and products. It means that employees use their knowledge, abilities, and experience to respond creatively to the constantly changing demands of the environment. It includes “ideas for reorganizing, cutting costs, putting in new budgeting systems, improving communication, or assembling products in teams” (Kanter, 1983:20). This view of innovation recognizes that all employees have the potential to be innovative.

Culture: The Forgotten Factor in Human Resource Management

This paper emphasizes the need to understand the precise way in which culture influences the effectiveness of the organisations human resource management (HRM) practices. For this purpose, it first describes the findings of a series of conceptual and empirical studies that explain why a set of HRM practices might be effective in one societal culture and not in another. The paper explores the practical implications of these findings for the design of performance management - a most critical activity in managing human resources. It proposes practical strategies to tailor this activity to fit the societal and work cultures of most of the countries with emerging markets - referred to in this paper as emerging countries.