Jaeger (1986) conducted a reserach on the applicability of human resource practices in developing countries asserted that although there is strong will to replicate western human resource policies, those policies cannot be implemented successfully. It is required that to be successfully practiced, those policies must fit with the assumptions of local cultural context. For example, planning activities does not work well in the countries with low uncertainty avoidance such as in Indonesia and most African countries.

Japanese companies have shorther hierarchical structure, flexible job description, control systems upon self-discipline and more promotion from within.

Germany, decision making is more centralized than in United Kingdom. Besides, it is common for top positions in organization occupied by outsider. Meanwhile, companies in UK tended to have promotion form within policy, and spend more money for employee well-being and middle management development program.

Companies that tend to place greater emphasis on individual rewards and compensation packages and personal career development will value collective rewards and steady progression. In the Western context, individual workers stand out when they exercise personal initiative and are duly rewarded through competitive remuneration and opportunities for growth. Conversely, organizations that emphasize long-term orientation, thrift, communality harmony and respect for tradition will result in workers receiving promotion and rewards on the basis of seniority, and rewarding high-performance teams rather than individual’s works well as a motivational tool.

Human resource practitioners in Eastern and Western countries adopt different modes of communication because of the various meanings attached to verbal and nonverbal interaction. In Eastern countries, communication is mostly contextual and indirect