...1227–1239 Which HRM practices contribute to service culture? Akiko Ueno∗ ,† Royal Docks Business School, University of East London, Docklands Campus, 4-6 University Way, London, E16 2RD, UK It is known that Human Resources Management (HRM) can help to develop service culture, which will in turn improve service quality. The purpose of this article is to determine the relative importance of six HRM practices in terms of their impact on culture. A questionnaire survey of medium and large-sized UK service businesses was conducted. The results reveal that there is a strong association between culture and HRM practices, and that some management practices are more strongly associated with culture than others. Further research should explore the reasons why some HRM practices are more contributory to culture than others. Service businesses in pursuit of service quality should make use of these HRM practices for developing service culture in their organisations. This research has confirmed a strong association between culture and HRM practices, and also clarified the relative importance of HRM practices in terms of their impact on culture in order to improve service quality. Keywords: culture; HRM; services Introduction This article investigates the relative importance of six Human Resources Management (HRM) practices in terms of their impact on culture in order to improve service quality. In a previous study, it was found that there were, broadly speaking, seven practices which affect...
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...CULTURAL DIFFERENCES INFLUENCE HRM PRACTICES? A working research paper in Department of Graduate Studies By Sara La - 20020000 July 28, 2013 Abstract This research attempts to examine if the cultural differences would have an impact on the Human Resources Management (HRM) practices. Furthermore, such study would provide guidance and assistance to the HR professionals and for the multicultural institutions as well. With the continuity of the world, the effectiveness of globalization surges and the world becomes much more smaller than before. This globalization accelerates having a cultural engagement. There are some uncommon things in previous years that emerge because of globalization such as: the multicultural organization, branches operates in far countries from the original, etc. Approaching these two phenomena needs good strategies since with the variation of culture, all practices may vary along with the HRM practices. Several literatures are reviewed. All of them reached the same result that foster the claim of: diverse culture will have a huge impact on the HRM practices. This paper applied the Hofstede’s Cultural Dimensions theory for exploring cultural dissimilarity across countries. Results reached reinforce the claim: human resources professionals changes their practices with the culture differences in the countries they want to become better at. Keyword: Human Resources Management, Hofstede’s Cultural Dimensions theory, culture, globalization Contents ...
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...BUS 325 ASSIGNMENT 1 HRM IN AN MNE NEW TO purchase this tutorial visit following link: http://wiseamerican.us/product/bus-325-assignment-1-hrm-mne-new/ Contact us at: SUPPORT@WISEAMERICAN.US BUS 325 ASSIGNMENT 1 HRM IN AN MNE NEW HRM in an MNE – NEW Assume that you are an HR manager in a MNE, and you have been tasked with designing HR policy that would apply to the various locations external to the United States, You must define the differences between domestic and international HRM, examine key factors that drive standardization, and define the impact on culture and the institutional environment. Write a six to eight (6-8) page paper in which you: 1. Compare and contrast two (2) main differences between domestic and international HRM. 2. Examine two (2) of the factors that drive standardization of HRM practices. Determine whether or not it is advantageous for an MNE to adopt a worldwide corporate culture for each of its subsidiaries. 3. Examine the role of the subsidiary. Compare and contrast global innovators, the integrated player, implementers, and local innovators as subsidiaries. Determine the best role for a company that is just beginning to expand internationally. Provide a rationale for your response. 4. Analyse two (2) of the factors that drive the localization of HRM practices for an MNE. Determine two (2) advantages of the localization of HRM practices. More Details hidden… BUS 325 ASSIGNMENT 1 HRM IN AN MNE NEW HRM in an MNE – NEW Assume that you are...
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...Is Best Practice Dead? Abstract In the light of globalization, HRM becoming from being a mere support function to one of strategic importance and researchers have argued that HRM policies and practices are more significant because they can act as mechanisms for co-ordination and control of international operations. Meanwhile, “best practice” on HRM has been acknowledged to constitute a major constraint when MNCs try to implement global strategies, mainly because of the different cultural and institutional framework of each country in which the MNC operates. Some even argue that best practice is dead. This essay will examine that although best fit play an important role in the practice of strategic HR management, best practice is still valuable in the context of a multinational corporation (MNC). Introduction In the light of globalization, HRM is evolving from being a mere support function to one of strategic importance and researchers have argued that HRM policies and practices are more significant because they can act as mechanisms for co-ordination and control of international operations. Strategic Human Resource Management (SHRM) involves the development of a consistent, aligned collection of practices, strategies and policies to facilitate the achievement of the organization’ strategic objectives (Mello, 2002). The theory of SHRM does, actually, advocate two ways of linking HRM to strategy. The “best fit” approach is associated with the contingency approaches....
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...Int. J. of Human Resource Management 18:1 January 2007 147– 158 HRM practices in Egypt: the influence of national context? Mike Leat and Ghada El-Kot Abstract In this paper we present the findings of a study which collected data on a range of HRM practices normally used in 58 Egyptian organizations operating in Egypt. The range of practices is concerned with job descriptions, recruitment and selection, training and development, compensation, performance appraisal and employment security. We examine and discuss these practices in the Egyptian context. The dimensions of the Egyptian environment which we examine include: the socio-cultural context, Islam, the vocational education and training system and elements of the economic and legal environment. The practices and approaches being used by the sample organizations appear to be the product of both culture bound and culture free influences. The main contributions of the study are that it provides much needed information on the HRM practices and approaches being adopted by Egyptian-owned organizations in the early part of the 21st century and provides support for the influence of national context on the HRM practices pursued by indigenous organizations. Keywords Egypt; HRM practices; Islam; institutional context; culture. Introduction: HRM practices and national context Against a background of the increasing internationalization of business, globalization of markets and cross-national activity by multinational...
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...HRM in an MNE Human Resource Management involves a broad set of managerial activities focused on developing and maintaining a qualified workforce in ways that contribute to an effective organization. HRM is becoming more important every day and requires dedicated employees who can balance legal and ethical issues for organizations to be successful; which result from the importance of people as a source of competitive advantage. For a company to produce its goods and services in a productive manner, HRM accommodates employees with the right skills and training, and provide them with an environment in which they can make a powerful impact (Denisi/Griffin, 2012). Compare and contrast two main differences between domestic and international HRM. One main difference between domestic and international HRM is that staff are transferred to different countries to work various roles within the international company’s foreign operations; these employees are called expatriates, who temporarily work and live in a foreign country. For a human resource department to operate in international HRM, they must participate in a variety of activities, such as international taxation, administrative services for expatriates, and services for language translation (Dowling/Festing/Engle, 2013). The second difference between domestic and international HRM, is that IHRM requires a greater involvement in the personal life of the employees. The HRM are responsible for making sure the expatriate understands...
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...Russian Culture and Human Resource Management Thad Lopez Saint Leo University Human Resource Management (HRM) as described by Ivancevich & Konopaske (2013) is the function performed in organizations that effectively uses employees to achieve both organizational and individual goals. Throughout the years HRM has evolved domestically influenced by both business and social events leaving behind a renewed emphasis on human capital. Today’s environment requires business leaders to focus on the financial returns of the company as well as the contributions of strategic HRM to that end. Organizations are continuing to scan the business environment looking for opportunities creating value and differentiation. Increased evidence points to an engaged workforce as a competitive advantage for many companies and more than ever these organizations are looking to expand internationally. Successful global organizations have come to understand that western theories of HRM may not apply to other cultures and as a result have found ways to remain strategic with HRM outside of their domestic borders. Russian culture is primary example where HRM practices must be evaluated in the context of Russian culture and values. Global Human Resource Management (GHRM) refers to the policies and practices that relates to managing people internationally and according to Ivancevich & Konopaske (2013) the external environment of the international organization is one of the most important...
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...Organisational culture. With every single link exists between them we studied the relations and how that effects management and ultimately helps the Human resource managers through several of theorists and management theories to achieve their goal and benefit the organisation in order to bring profitability. Human Resource Management (HRM) In simple and short form Human resource management is the process of hiring and developing employees so that they can become more valuable to the organisation. HRM is also strategic and comprehensive approach to managing people and the workplace culture and environment. Effective HRM enables employees to contribute effectively and productively to the overall company direction and the accomplishment of the organisation’s goals and objectives. HRM is moving away from traditional personnel, administration, and transactional roles. Now HRM is expected to add value to the strategic utilization of employees and that employee programs impact the business in measurable ways. The new role of HRM involves strategic direction and culture. Developments in the field of HRM are well documented (see Sisson and Storey, 2000). The history of HRM goes back as far as the 1950s. This was succeeded by the ‘Behavioural science movement’ in the 1960s headed by Maslow, Argyris and Herzberg. These theorists argued for a better quality of working life for workers. The last 25 years or so there has been a rapid development in the field of HRM, which are an outcome...
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...Resource Management (HRM) practices As the world is becoming more competitive and unstable than ever before, manufacturing-based industries are seeking to gain competitive advantage at all cost and are turning to more innovative sources through HRM practices (Sparrow, Schuler, & Jackson, 1994). HRM practices have been defined in several aspects. Schuler and Jackson (1987) defined HRM practices as a system that attracts, develops, motivates, and retains employees to ensure the effective implementation and the survival of the organization and its members. Besides, HRM practices is also conceptualized as a set of internally consistent policies and practices designed and implemented to ensure that a firm’s human capital contribute to the achievement of its business objectives (Delery & Doty, 1996). Likewise, Minbaeva (2005) viewed HRM practices a set of practices used by organization to manage human resources through facilitating the development of competencies that are firm specific, produce complex social relation and generate organization knowledge to sustain competitive advantage. Against this backdrop, we concluded that HRM practices relate to specific practices, formal policies, and philosophies that are designed to attract, develop, motivate, and retain employees who ensure the effective functioning and survival of the organization. Among the main approaches to develop HRM: ―universal‖ or ―best practice‖ approach (Huselid, 1995); strategic HRM practices approach (Delery...
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...Management Practices: A Case Study of South Asian Countries Rafique Ahmed Khan Faculty of Management Science Bahria University Karachi, Pakistan Mohammad Khasro Miah School of Business North South University Dhaka, Bangladesh Amir Manzoor Faculty of Management Science Bahria University Karachi, Pakistan ABSTRACT Purpose: The central point of this study was to demonstrate the similarity and difference of Human Resource Management (HRM) practices amongst the countries in South Asia. Through this paper, an in-depth study was undertaken to evaluate the validity of existing HRM practices in South Asian (SA) countries. An effort was made to examine the influences from the economic emergence in South Asia, force of colonization, historical panorama, cultural similarities and dissimilarities, legal, economic and political factors causing the change.. Methodology/Sampling: The study is based on secondary data collected through extensive research on present and past literature available on the topic. Findings: HRM is in a reforming process towards the development of organizational transformation in South Asia. In addition, contextual and contingency factors are determining the outcome of restructuring HRM practices in South Asia, identified as FDI, foreign MNCs’ influence, and bilateral relations among the SAARC members. Practical Implications: Due to cultural impediments, organizations are finding it difficult to implement modern HRM practices in true letter...
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...esource Practices Human Resources Management Practices Introduction Human Resources Management Practices Human resource management (HRM) consists of all practices or activities undertaken by a business organization to ensure that workers are fully utilized in order to attain personal, group and organizational goals. This essay evaluates a case study in which the human resource department of SK Holdings, South Korean company, has been recruiting more men than women, a practice that is common throughout the country. This essay finds that the HRM practices in this company do not align with the company’s business strategy, especially during the process of implementation of new technology. The essay further discusses how the hiring of more women would improve the competitive advantage of this company. A recruitment and retention plan for this company targeting women employees is also included. Potential obstacles that the company is likely to face during the process of recruiting more women are examined. Finally, the essay recommends some of the HRM practices that this company could adopt in order to the visibility of women employees. 1. How the HRM practices align with the company’s business strategy According to Lorber (2005), the HRM practical model represents effective solutions for issues related to gender inequality in organizations. The model values all people, irrespective of gender, in pursuit of goals within an organization. It stresses the role played...
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...understanding of the relationship between human resource management (HRM) and organizational effectiveness (OE) has evolved during the past three decades and to provide examples how firms are using HRM to improve their OE today by addressing several challenges that result from a broader stakeholder model. Design/methodology/approach – This paper reviews the past and current work on the relationship between HRM and OE. Findings – This findings indicate that the relationship between HRM and OE is very different when comparing the past with the current work on the relationship between HRM and OE. A major reason for this is the current work on OE uses the multiple stakeholder model that accounts for many more stakeholders than the past work. Practical implications – Human resource (HR) professionals have the opportunity to demonstrate many ways by which HRM can influence OE, and not just solely on the basis of firm profitability. Thus the use of the multiple stakeholder model today offers the HR professional and the HR profession many more opportunities to demonstrate their importance and impact. Originality/value – A systematic review and comparison of the past and current relationship between HRM and OE using the multiple stakeholder model have not been using both the viewpoints of both academics and practitioners. Keywords Human resource management, Organizational effectiveness, Multiple stakeholders Paper type General review HRM and OE...
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...of Wolfgang's Balancing Act International HRM ‘Wolfgang’s Balancing Act’ Case Study Task 1 Cultural contingencies that shape employee behavior in Healthcare As the world becomes more interdependent, the business and the process of doing business are exposed to many, continuously changing dimensions, structures and opposing forces. In a global environment, culture is a critical factor whereby the process of advancing cultural intelligence and international cultural competence would be the deciding element for the success of managers and leaders especially those who perform human resource (HR) functions. Within the cultural context, common elements are to be found including shared and dynamic nature surrounding norms, values and beliefs which are expressed through different behaviors, artifacts and interactions. It is necessary then for HR managers like Wolfgang to fulfill profitable relationships vested on the capability to reconcile cultural dimensions of pay systems from the headquarters to subsidiaries. Within Healthcare, there are economic, political and cultural forces that are influencing the operation. As part of the external environment, there is the need forHealthcare to align national cultural values of thesubsidiaries with that of the organizational work culture. There are culturally indigenous and culturally alien practices within any organization that shape the actions and performance of the employees. Culture is considered as the lens through which motivation...
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...Scientific or Closed management, Human Relations or Semi open system, Open System or Contingency system 1.2 Personnel management/ Personnel Manager 1.3 The genesis of Human Resource Management(HRM)/Defining Human Resource Management 1.4 What is ‘Hard’ and ‘Soft’ HRM? 1.5 The Debate between Human Relations(HR) and Human Resource Management(HRM) 1.6 The Human Resource Manager and his role 2.0 Attempting a framework for Human Resource Management(HRM) 2.1 Using HRM as a style, a strategy and an outcome 2.2 Is HRM a restatement of Personnel Management? 2.3 Is HRM a new managerial discipline? 2.4 HRM as a resource-based dimension of management 2.5 The Strategic and international possibilities of HRM 3.0Using some models of HRM to critically assess HRM “Hard” and “Soft” Approaches. 3.1The Harvard Model 3.2The Michigan Model 3.3Guest comparative models 3.4The ‘Choice Model’ and its benefits. 4.0The influence of senior management and their Effectiveness 4.1 policy makers 4.2 senior managers and their frames of reference 4.3 The more effective the better the policies 4.4 The Japanese example 5.0 Conclusion, limitations and proposals 5.1HRM a widespread contemporary, evolving & contingent tool 5.2The ‘softness’ of HRM, “bundles” and performance 5.3 Holistic thinking, right and egalitarian based HRM 1.0Introduction, Perspectives in Management and the genesis of Human Resource Management. Human Resource Management is increasingly considered a contemporary development that continues to reshape...
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...Course Structure 4 4 Learning Objectives 5 5 Study Materials and Resources 6 6 Teaching and Learning Strategy 6 7 Assessment 7 International Human Resource Management 2 University of London Course Introduction and Overview Centre for Financial and Management Studies 3 1 Course Objectives This course aims to introduce you to the study and practice of International Human Resource Management (IHRM). To benefit from this, you need, of course, to have a basic understanding of Human Resource Management (HRM) itself. HRM has developed from personnel management, but instead of concentrating primarily on the hiring and firing of staff, it is the strategic and coherent approach to the overall management of an organisation’s most valued assets – the people working there who contribute to the objectives of the business1. Its main aim is to develop personnel policies that improve employee relations at work. This course will, therefore, begin with an examination of the history and nature of Human Resource Management, before embedding it in its international context. In Unit 1, you will learn about the main tasks involved in HRM: • human resource planning • job...
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