Strategies for Human Resource Management Research 2022

Running Head: CULTURAL DIMENSIONS 0
Strategies for Human Resource
Management
Student Details:

CULTURAL DIMENSIONS 1
In today’s competitive business world, it is essential in companies for employees to maintain
their performance and working effortlessly. Organisations praise employees through
performance appraisals where in some or the other way, it is impacted by the cultural
dimensions across the world due to globalisation (Jacobs, et al., 2014). It is necessary for
companies to manage across cultures for effective operations and gaining competitive
advantage in a particular country an organisation is working on. The companies have to meet
the challenges of globalisation in business by using an approach for effective and efficient
working. There is a development of unique strategies by facilitating factors in relation to
different cultures (Selvarajan & Cloninger, 2012). These factors include continual demand
for differentiated products by local customers, global diversity in industry standards,
difficulty in global organisations management, importance of insider in relation to customer
where they prefer to buy locally, and lastly, allowing subsidiaries as required for using talents
and self-abilities unconstrained by headquarters.
In cross-culturalism, two terms are defined, simplification and parochialism; simplification
defines exhibition of same orientation towards groups with distinct cultures whereas
parochialism defines to see the whole universe through self-perspectives and self-beliefs.
There are similarities in cross-cultural which are no possibility of doing business in the same
way at every location globally, and strategies and procedures used for working properly at
home is not possible to adopt overseas without modifications. For instance, Russia and the
US, similarities defined in both these countries based on cross-culturalism are
communication, traditional management, networking activities, human resources, and
organisational behaviour modification (Peretz & Fried, 2016). However, the differences
shown in relation to this term involves compensation, wages, equity, pay, maternity leave and
others where evaluating criteria shows the importance of employees. A good example of
increase in cultural differences is China, India, France, Russia, and Arab countries mainly
both positively and negatively which impacts the performance appraisals of employees in
relation to cultural dimensions (Karyeija, 2012).
As per the argument given by Porter (1990) showed that based on these cultural dimensions,
the factor majorly impacting the performance of a company is its future growth and
international competitiveness in global markets which requires skilled human resources (HR)
for handling operations and manages the expansion. The management of HR internationally
differentiates self from domestic through dealing with large uncertainty amount, greater
complexity, and higher operating risk level (Hofstetter & Harpaz, 2015). However, the