Management culture on HRM practices

commission gardening on HRM practicesIntroductionThis look into opus identifies the entrance of counsel acculturation on HRM practices and ultimately on the memorial tab permit.Globalization is a process which facilitates the integration of societies and ethnical value by means of communication and carry on across nations which ar primarily aided by strategic use of information systems. However, there ar several issues of concern which an establishment should consider before establishing their HRM practices. Issues pertaining cross- issue depute of HRM practices, separateism at work, individual and fundamental lawal transformation, more(prenominal) influence of economic success, going of opinions in leadership practices, emphasis to spirituality, demilitary personnel de spotmentization, greater role of the state, difference in consultation and ownership argon just about of the key concerns that emerge in governance processes delinquent to the heathen difference in wariness practice.Both western and non-western direction culture has its own benefits and on the spur of the momentcomings. This research paper performs critical analysis of both western and non-western forethought culture by analyzing the relevant literature of human vision wariness in line with the management culture which is discussed in the next member. The discussion is clear up around difference in management bearings of countries wish well Sweden, Japan, United Kingdom and India. In last section, run aground on the analysis of western and non-western management style, conclusions and recommendations argon drawn.Hypothesis ViewArmstrong (2009) defines human imagination management as set of policies which atomic number 18 tropeed to improve the disposalal integration, employee commitment, flexibility and lineament of work. world choice charge acts as an intermediate betwixt the fundamental law and the employees. The practice of human resource management involves inspection of the people (how they are employed and managed) in the arranging. A well-designed structure of human resource management in spite of appearance an organization should moment in no Trade Unions. gracious resource management is a full of life segment of any organization. It plays an important role in defining and designing the elements of organization culture. Organization culture is known as set of shared values and beliefs specified by the organization taking into government note discordant agreeable and disagreeable conducts. capital of Mississippi (2002) supports a cross- heathenish climb within an organization in ready to give emphasis to management of segregation across cultures and to deal with the apprehension of difference in people management styles. Strategic human resource management alike helps the organization to gain a sustainable competitive advantage over its competitors composed of high- role people.The roles and objectives of huma n resource management depend upon the vividness of the organization. Torrington et al. (2005) explained that as the size of the organization increases, the scope of employing people to specialize in ingredienticular areas of human resource management also increases. Figure 1.1 demonstrates various roles and objectives of human resource management.Change-management ObjectivesPerformance ObjectivesAdministrative ObjectivesStaffing ObjectivesHuman choice cautionHuman resource generalistsLine ManagersConsultants and advisersHuman resource specialistsSubcontractorsFigure 1.1 HRM roles and objectives Torrington et al. (2005)Keating et al. (2004) identifies comparative human resource management (CHRM) research which improves the adequacy of human resource management practice and provides orbiculate point of view. CHRM research includes a comparative study of human resource management which results in variation due to the difference in culture and institutional environments. This resea rch also supports cultural relativity betwixt HRM concepts, theories and flummoxs.The word combinative imply the propensity to collate diverse rudiments into one single thing. Liu (2004) suggests that an organization can make use of integrative human resource management (IHRM) research model in order to reserve both their subsidiaries to establish same human resource management practices. This method is more expensive due to integration amidst the parent company and all their subsidiaries through inter-transfer of their HRM practices. A critical challenge set about IHRM is fast and development globalizing world.Figure 1.2 shows some of the key characteristics of comparative and compositional human resource management.Comparative HRM combinatorial HRMComparative HRM compares HRM practices at organizational take as well as national directIntegrative HRM set about compares HRM practices at organizational levelA study of Comparative HRM helps in identifying diverse patter ns of HRM practices at organizational level as well as national levelTwo principal(prenominal) objectives of Integrative HRM areStandardizationInternational encyclopedismA study of Comparative HRM helps in identifying antithetical reasons for the variations in HRM practices investigated at organizational level as well as national levelIntegrative HRM approach path describes same HRM practices for both parent company as well as its subsidiariesComparative HRM describes twain major categories for the reasons of variation heathenish Issuesinstitutional IssuesMajor challenges of Integrative HRM areGlobalizing worldRobust transfer mechanisms divergence in cultural valuesComparative HRM does not use supposititious theoretical accountIntegrative HRM involves centralization of work and improves monitoringFigure 1.2 Comparative HRM and Integrative HRMComparative HRM and Integrative HRM approach are used by the organization in order to measure the impact of their existing HRM practice s. Furthermore, CHRM provides a global perspective and IHRM facilitate centralization of work within organization. The organization implies Comparative Human Resource direction (CHRM) and Integrative Human Resource counseling (IHRM) in order to investigate the areas of improvement.In the next part of this section, we shall discuss how CHRM and IHRM are think to the practice of personnel management and work class management.HRM versus violence circumspectionPersonnel Management is typically related to the practices and guidelines thinkd with management of employees working in an organization. As discussed earlier (in section 1 overview), HRM also defines the practices related to the supervision of the employees in an organization. So, what is the difference betwixt Personnel Management and HRM?Bratton et al. (2007) describes the evolution of personnel management and some of the key differences between Personnel Management and HRM. In England (1970), when a untried legislat ion was approved, promoting the equality in employment, there was an un pass judgment increase in the functions and military position of personnel manager. A study conducted by Donovan Commission states that since 1914 there has been a constant growth of personnel managers with most of them found to be men. One of the key functions of personnel manager was to deal with Trade Unions. Second World struggle increased the demand of personnel managers and in 1989, the personnel specialists/managers rose to 35,548.The side by side(p) figure (Figure 1.3) describes the difference between Personnel Management and HRM.Personnel ManagementHuman Resource Management (HRM)Personnel Management is a subset of Human Resource ManagementHuman Resource Management is integrated with strategic plan of an organizationPersonnel Management provide more significance to Legally Constructed ExchangeHuman Resource Management provide more significance to Psychological ContractPersonnel Management deals with t he activities related to the supervision of an employee like recruitment, training, counseling etcMajor objectives of Human Resource ManagementEncourage learning at workplace superior employee commitmentImprove performance of the organizationPersonnel Management facilitates Work Group management and improves the management processHRM condense more on an individual aspect and marginalize the collective measure of the aspects between an individual and managementFigure 1.3 Difference between Personnel Management and HRM Bratton et al. (2007)However, as the main conclude of Personnel Management and Human Resource Management is to improve the relationship between the employer and employees, the term Personnel Management and HRM can be used interchangeably.Personnel management deals with functions like counseling for employees, security of individualised information and proper phone line description. Personnel management also gets effected by the impact of cultural differences. Both c omparative and integrative human resource management provides a framework which defines the guideline for the practices of personnel management. However, due to the swift growth of phone line across nations, personnel management practices should also be rewrite constantly.Work Group management can also be defined as a subset of Human Resource Management which consists of a group that manages the working practices followed by an organization. Work Group management confronts a crucial challenge due to the increase in form of culture and beliefs. CHRM and IHRM provide an analysis of the cultural difference which can be useful in design of work group management. Many call back that the concern raised by potpourri is simply ignored while establishing HRM policies and practices in an organization. This might result in greater conflicts and low performance.Considering the perception of organization culture, western management culture has always been referred to the things that are not regarded as religious, spiritual and sacred. The universalistic approach makes western management culture give more emphasis to dehumanizing treatment of individuals and neglect the importance of incorporating cross-cultural and shared value perspective within the organization. psyches are often referred as resources of the organization, which helps the organization to fulfill their requirement in the process of achieving tune targets. On the new(prenominal) hand, non-western management culture involves a big fraction of human characteristics at work. Non-western management culture also describes equal importance to spirituality and cultural differences between the employees of the organization.Theory AnalysisAs discussed in the introductory section, Integrative HRM and Comparative HRM help the organization to build a strategic HRM which in wrench allows the organization to design competitive strategies in relation to their HRM policies and practices. However, as business is g rowing more and more in a borderless world, the organization has to deal with ii important challengesMaintain correlation between their national units which operates in respective national cultures.Employees of the organization have difference in cultural value.There are two ways of taking the discussion forward, one is at macro level (among different national culture) and piece is at micro level (people possess different cultural value).Boone et al. (1997) identified that integration opportunity and limiting form were two main issues faced by the managers in Europe. In 1991, various multinational companies which were operating(a) in Europe were in tight spot of make a strategic determination whether to feign the European style of management or to continue with their own style of management satisfying all the norms of local-national culture. This involved an investigation from legal, social, economic and political point of view.According to Jackson (2002), there are quaternit y dimensions to represent the value systems of any national culture.Power DistanceUncertainty Avoidance individualism masculinityAn organization can take up either integrative approach or differentiation approach for their HRM practices. For example, an operational unit of an organization decides to adapt the HRM practices which are followed by the host country. This results in differentiation of HRM practices between the parent company and its subsidiary. What happens when the companys growth is coupled with both the parent company and other operational units?Now, let us try to answer the above asked question by considering the management culture followed in different parts of the world.Swedish Management subtlety western management culture is generally referred to Western elevator car Model as business organizations give more emphasis to economic success and often focus more on task completion and fruits rather than creativity, emotions and spirituality. Leaders create a vision whereas managers start out plans based on Leaders vision, the employees/workers concentrate on its performance. In most of the western countries, robust HRM structure provides broad range of incentives based on the factors like opportunities, participation and working conditions. Jackson (2002) states that, when the act of co-determination at work was passed in 1976, the managers and union representatives were assigned equal right to information and managers were instructed to consult the unions before making any major management decision. Since the end of 1980s, distinctions between blue-collar and white-collar workers were supported by associate agreements which diminished the effect of trade unions at the workplace. Constant growth in service industries also resulted in weak trade union representation. In 1994, Sweden joined European Union. Swedes tend to focus more on social democracy and equality. They are impassively practical and bias towards rational reasons which define their sensible approach towards life. Jackson (2002) identified three main factors of Swedish Cultural valueLove of natureIndividualism through self-developmentEqualityAs per Jackson (2002), Swedish management culture is considered to be ambiguous by the foreign managers. Informal relationships with subsidiary, avoiding conflict, low in power distance, high in individualism, low in suspicion avoidance, unclear objectives are some of the key traits of Swedish organizations. The factor of equality can be soundless by the fact that 75% of the women constitute the workforce.In order to explain this in more detail, Jackson (2002) took an example of IKEA Furniture Distribution Industry. Since its beginning, IKEA faced a massive challenge of maintaining its Swedishness along with the strategic decision of adapting local-national culture in which they are operating. IKEA has been a global player from past 25 year which includes some of their biggest market in United States of America, Fra nce and Germany. Just like Swedish culture, IKEAs management style is also promiscuous denying the actuality of employee as replaceable and interchangeable component. Common practice of sharing knowledge and skills were seen among managers towards their subordinates. Discussion and explanation were prime sources used in order to spread their organizational culture rather than formal training programs. Human resource management has also followed the same Swedish approach. Recruitments were made on the basis of good social skills and high potential whereas less emphasis is given to formal qualifications. Shortly, IKEA started having trouble with their subsidiaries in countries like Germany, France and USA. Issues pertaining managers warrant, informality, transmission line description, assessing risks, indecisiveness, lack of formal rules were some of the key concern for IKEA. IKEA also lost some of their key American managers in the same process. In order to overcome the above me ntioned inadequacy, Jackson (2002) proposed a multicultural model. This model suggests that people having different cultural values should work together. Cultural differences and business ethics should not assume each other when communicating across nations. Boone et al. (1997) describes three types of diversity (refer figure 1.4) from the managerial perspective.Types of diversityExamples potpourri in negotiated environmentTax rulesSubsidization practicesFinancial reporting requirements whole tone and product standardsAdministrative diversityInternal accounting rulesInformation systemsManufacturing systemsInherited diversityCustomer preferencesEmployee characteristicsBusiness systemsFigure 1.4 Three types of diversity Boone et al. (1997)Japanese versus UK/European Business ModelUnlike western management culture, Japanese management style stress more on getting in groups to provide a solution of the problem. Motivation plays a very important role in determining the performance of an y organization. However, Japanese organizations stay short on the motivational factor yet report very high productivity.Azhashemi et al. (1999) describes, that in recent years, more importance has been given to efficient frameworks in order to improve the quality of the management practice. Japanese management style introduced centre Integrated Management (TIM) framework to enable the organization to interrelate each of their facets. As multiple factors are joining hands with management quality, it becomes difficult for an organization to focus on each of these factors and enhance their quality of management practice. The following figure illustrates six critical factors defined in good Integrated Framework (TIM) which are essential for the success of an effective organization.Business StructureManagement ResourcesManagement DesignCorporate CultureManagement PerformanceManagement CycleFigure 1.5 Critical Factors of Total Integrated Management (TIM) Framework Azhashemi et al. (1999 )Total Integrated Management (TIM) framework helps the organization to identify the lacking loop in their management practice by defining how the management cycle affects four factors of the organization (Business Structure, Management Resources, Management Design and Corporate Culture) which in turn reflects the performance of the management practices. Azhashemi et al. (1999) also describes that the quality of management cycle is directly proportional to the remaining five factors. If the management cycle shows high quality level, the six factors produce an excellent loop that enables the organization to be proactive and tool them.As discussed earlier, Japanese organizations show low job satisfaction. Career or Job satisfaction can be considered as a division of motivation. Jackson (2002) identified that motivational factors include both individual attributes and cultural values. The following figure describes the cultural differences among East Asian and Western cultures which c onstitutes the motivational factors.East AsianWestern lawWealthGroupIndividualSavingConsumptionExtended Family RelationsNuclear and mobile family exceedingly disciplined/motivated workforceDecline in work ethic and hierarchyProtocol, rank and statusInformality and private competenceAvoid conflictConflict to be managedFigure 1.6 Motivational Factors Jackson (2002)The upshot objective of spirituality is non-economic, yet critical for an individual. spiritism consists of two main elements which are vision and inspiration. This refers to a framework in which more focus is offered to the individual eliminating the possibility of marginalization of human being. However, the perception of Japanese organization about their employees differs from that of western organization which consider employee as Intellectual Capital. Jackson (2002) defined seven-spot spiritual values which are identified in the Japanese culture.National service through industryFairnessHarmony and cooperationStrugg le for bettermentCourtesy and humilityAdjustment and assimilationGratitudeJackson (2002) classifies British management culture as low measure of power distance, high on individualism, high on masculinity and very low measure of uncertainty avoidance. British organizations are not total learning organizations. However, British management culture is built around the concept of action learning. The second generation of breeding Organizations can be described as Knowledge Management a transition from British Management Style to Japanese Management Style. Jackson (2002) also suggested following methodology for management learning.Azhashemi et al. (1999) illustrates that UK/European business model framework helps the organization to increase management standards and performance. The basis of this framework is Total Quality Management (TQM) which mainly concentrates on customer satisfaction. This business model consists of nine elements (refer figure 1.7) which enables the organization t o assess their business results.These nine elements are further divided into two major categories Enablers and Results. Enablers consist of elements which convert input into output whereas Results allows the organization to measure their level of output. UK/European business model used a method of self-assessment in order to link and improve each facet of an organization. Azhashemi et al. (1999) suggested some of the key benefits of the self-assessment method.An objective assessment against apt and proven criteria.An assessment based on evidence.An opportunity to focus improvement where it is most needed.An opportunity to put forward sharing of good, effective approaches within the organization.An opportunity to learn.The analysis of Total Integrated Management (TIM) of Japanese management style and UK/European business model indicates that the two frameworks concentrate mainly on the concepts of Total Quality Management (TQM). Policy and strategy are the two main elements of Tota l Integrated Management (TIM) framework which displays the belief of Japanese management style that these policies and strategies can affect both business and management factors. On the other hand, UK/European business model enables the organization to fall upon high standards.Indian Management CultureIndian management style is based on its diversity with many religions, customs and ethics. Many turn over that the managerial behaviour in India is influenced by values and beliefs an individual possess. Some also believe that people work in an organization only to nuture their supervisors. Spirituality plays an important role in Indian management style. Employees often feel difficult to choose between culture of the organization where they work and their own spiritual beliefs. Due to this, it is very often that people resign their job and start their own business which allows them to cognize based on their own spiritual values.Kumar et al. (2005) describes that the managers in Indi an organizations often display emotionality in decision making. The individualism and collectivism goes hand-in-hand in Indian management style. Individualism defines more importance to an individual goal whereas collectivism refers to high importance to objectives of a group.It is often seen that spirituality acts as an vital function of the management style in which influence of the culture is more dominant. Pawar (2009) defined a relationship between individual spirituality, workplace spirituality and work attitudes. Individual spirituality injects into the workplace spirituality which in turn affects the motivation and involvement of an individual towards business ethics. Pawar (2009) explained this in figure 1.8.Individual SpiritualityWorkplace SpiritualityMeaning in workCommunity at work compulsive organizational purposePositive Work AttitudesJob satisfactionJob involvementOrganizational commitmentFigure 1.8 Effect of Individual Spirituality and Workplace Spirituality on Work Attitudes Pawar (2009)However, Indian Management Style has been stirring towards Western management styles. During this process, difference in business practices and cultural values are some of the key challenges which are faced by Indian management style. Kumar et al. (2005) considered an example to explain this in detail, a subsidairy of South Korean firm in India. The study states that their employee receive targets which they should achieve on regular basis. Employees are also expected to raise their performance constantly. This shows that there is a shift from people-centric culture of Indian management style towards work-centric approach of western management style. Clark et al. (2000) defined the emphasis of HRM in seven European countries.In the last part of this section, we discuss advantages and disadvantages of the application of Comparative/Integrative human relations, Business Ethics and Spiritual/Cultural values to HRM practice.Figure 1.10 describes the advantages and disadvantages of the applications of Comparative and Integrative Human Relations to HRM practice.AdvantagesDisadvantagesProvides an overview of cultural differences at both organizational level and national levelBoth Comparative HRM and Integrative HRM approach only provide a theoretical framework and does not provide a solution-based frameworkProvides a measure of diversity level at both organizational level as well as national levelMajor challenges towards implementation areGlobalizing worldRobust transfer mechanismMore influence of personal valuesProvides cultural relativity between HRM model, theories and practicesBoth Comparative HRM and Integrative HRM approach are too expensive to implementProvides global perspective and aid centralization of workExisting dependence of HRM practices on the laws and regulations governed at national levelProvides the list of shortcomings in term of cultural issues and institutional issuesMarginalize the collective measure of various other aspec ts between an employee and the organizationHelps the organization in standardization and international learningCultural and Institutional issues occur during communication across nationsFigure 1.10 Advantages and Disadvantages of CHRM/IHRM on HRM PracticesFigure 1.11 describes the advantages and disadvantages of the applications of Business Ethics and Spiritual/Cultural values to HRM practice.AdvantagesDisadvantagesImproves the involvement and contribution of an employee at the organizationIndividual spirituality affects the workplace spiritualityHelps the organization to improve productivity in line with high job satisfactionDifficult to manage the diversity in cultural values across organizationFacilitate the improvement of Personnel Management practicesDifference in business ethics and personal ethics results in greater conflicts in work group designProvides cultural relativity between HRM practices and aid international cultureHRM practices need constant allowance on regular ba sisFigure 1.11 Advantages and Disadvantages of Business Ethics Spiritual/Cultural values on HRM PracticesSummaryAccording to Stashevsky et al. (2006), leadership styles in which leaders possess intellectual stimulation, individualized consideration and inspirational motivation to be provided to the followers is known as Transformational Leadership. The term Leadership has always been coupled with strategic human resource management (SHRM). Leadership is one of the key managerial traits used in order to understand SHRM. For the organization to adopt resource-based strategic human resource management, one of the vital constraints required is competencies related to leadership. Generally, in an organizational context, the definition of managerial leadership reflects a process in which an individual exhibits influence upon others. However, there is a difference between a leader and a manager. Bratton et al. (2007) also defined that the reproval of the fact leaders create a vision wher eas managers develop plans explains the difference.The study reveals that the leadership style followed in western culture is more influenced by repressive nature of the components which constitutes leadership. On the other hand, non-western culture follows the authority displayed by the autocratic nature of leadership components. Many workers/employees in non-western management style are seen to assent incorrect orders as 1) they are not willing to challenge their supervisors and 2) to show respect to their superiors.HRM practices in an organization confront many challenges due to the influence of spirituality and difference in cultural values. There are advantages and disadvantages in integrating spiritual/cultural values to HRM practices. Comparative HRM and Integrative HRM provides a measure of HRM practices at both organizational and national level. Difference in personal values affects the work group design in an organization. Personnel management which facilitates work group management helps the organization to minimize the effect of personal values by means of taking into account the security of personal information, counselling and specification on job. The following are the key issues faced by work group management due to the difference in personal values in a group.Greater conflictsPoor performanceLow job satisfactionTraditional practice of HRM or personnel management concentrates mainly on an individual and offers marginalization of various other aspects between an individual and the organization. Due to globalization, it is not feesible to negate the fact that business is growing in borderless world and differences in cultural values are bound to occur. There are concerns if the organization concentrates on spiritual/cultural values more than business ethics, there are issues if the organization touch off out the actuality of cultural and institutional differences.Universal HRM is the key to success.Universal HRM refer to the process of defining high-ranking HRM models, theories and practices at both organizational level and national level in order to provide the organization with highly motivated workforce and greater productivity. Irrespective of cultural, institutional and various diversities, Universal HRM allows the organization to achieve their business goals more efficiently. After learning and analyzing the HRM practices followed in both western and non-western management style, Universal HRM is considered to be the Best-Practic