IHRM 3 Assignment: Cross-cultural Differences in International HRM

This assignment analyzes the complexities of cross-cultural differences in international human resource management (IHRM) by examining three articles. The first article explores how cultural awareness provides a competitive edge, particularly in the Asia-Pacific region, emphasizing the need to understand cultural nuances for successful global operations and local recruitment. The second article compares working cultures, specifically contrasting Australia with other countries, highlighting the balance between work and life, and the flexibility in the Australian workplace. The third article discusses the importance of diversity in business, outlining five reasons why diversity management is crucial for innovation, creativity, and effective international HRM. The assignment compares and contrasts approaches to IHRM, including ethnocentric, polycentric, and geocentric approaches, addressing challenges related to sustainability and resource management. References are included using APA6 format.

Running Head: IHRM 0
International Human Resource Management
Cross-cultural differences
Student Name:
Student University:

IHRM 1
Question: Cultural awareness adds a competitive edge
Article: http://www.hrmonline.com.au/section/featured/cultural-awareness-adds-a-
competitive-edge/
The explanation of the article is related to the cultural awareness in any organization
which can provide competitive advantage over the competitors. In Australia, companies need
to look towards different aspects of cultural, behaviours and traditions relating to the cultures
of various countries to attain the competitive advantage as their main aim is to search
diversification in business within the area of Asia-Pacific with performance of operations that
can lead to success. There are differences in the individual’s culture and religion of different
countries. For instance, James Chan in this article explains the manner of patience acting as
an advantage (Hopkins, 2015). The permission for doing better business in various areas of
the globe is dependent on the individual’s cultural awareness (Scott, 2016). The
understanding of the culture individuals can attain by looking at the environmental needs of
the company or an individual going from one region to another. The ability of the company to
adapt the other cultures makes it easy to manage performance in a better way for attaining
competitive advantage over the competitors. It is also helpful in giving training based on
country specifically which shows the understanding in terms of company going from one area
to another of the globe with the need to provide cultural-specific target actin as a competitive
advantage source (Sahoo & Lenka, 2016).
The understanding and local recruitment to perform worldwide are the important
elements to attain competitive advantage in the company helps in the development of cultures
knowledge based on the promotions and selection. It critically performs the employees’
cross-cultural training in the companies to make them able in dealing with international
business environment. It is crucial to enable cultural-competence helping in decision-making
which can be accepted culturally (Tuan, 2015). The managers of the company making
decisions are sending as an emigrant helping in management linked issues in the outside
markets. With the balance of working changes in the company from country to country where
cultural awareness plays a significant role (Ghannay & Mamlouk, 2015). This article is
explaining the fact of a part with the cultural awareness of allowing the organisations to get
better employees for being culturally competent.

IHRM 2
References:
Ghannay, J., & Mamlouk, Z. (2015). Influence of organizational culture on competitive
intelligence practice: a conceptual framework. International Journal of Innovation,
Management and Technology, 6(1), 35. doi:10.7763/IJIMT.2015.V6.570
Hopkins, C. (2015, July 8). Cultural awareness adds a competitive edge. Retrieved from
HRM: https://www.hrmonline.com.au/section/featured/cultural-awareness-adds-a-
competitive-edge/
Sahoo, D., & Lenka, U. (2016). Breaking the glass ceiling: Opportunity for the organization.
Industrial and Commercial Training, 48(6), 311-319. doi:10.1108/ICT-02-2015-0017
Scott, K. (2016). Cross culture management: Global healthcare workers. Journal of
Continuing Education Topics & Issues, 18(3), 68.
Tuan, L. (2015). Entrepreneurial orientation and competitive intelligence: cultural
intelligence as a moderator. Journal of Research in Marketing and Entrepreneurship,
17(2), 212-228. doi:10.1108/JRME-07-2015-0038

IHRM 3
Question: Who has the best working culture? Australia, or the rest of the world?
Article: https://www.hrmonline.com.au/section/featured/best-working-culture-australia/
The organization's impact on performance is dependent on every country’s culture,
specifically. So, various individuals are working within Australia from different parts of the
universe where this article recommends the working cultures of the world considering
multiple parts (Healey, 2017). It is normal to think about the challenges companies need to
face with the different sets of culture presented by the cultural orientation of the country
(Triandis, 2018). This article explains the flexibility in working environment of Australia
compared with other countries' working environment. The friendly working culture in
Australia is differentiated from the countries mostly in European area. For instance, in
various companies the etiquette at the time of meetings can be seen compared with the less
amount of seriousness in the working environment (Einolf, 2017). As compared, Ireland
shows the low intensity of working and the sub-continent of Australia with a relaxed working
culture. The balance between the work-life of employees in Australia is maintained where
they do not feel much burden and have job-security helping to build more free culture.
In Australia, there is no asking of interviews without sending a resume of individuals
as companies continue with the formal way while hiring an employee. The flexibility is high
in Australia regarding dismissing individuals comparing with America firing employees
without any genuine cause. The policies related to leave process is poor in America
comparing to the companies of Australia, not allowing leaves. It helps in enhancing the
satisfaction level of employees (Rowe, Noble, Bennett, & Kelly, 2016). The comparison of
Australian culture with the UK provides more sick leaves which leads to full-time
employment. There is a flat hierarchy in Australia compared to other countries based on the
higher class of society, and the extension of openness is not on everything. In Australian
culture, there is negativity related to religion, politics, and race which plays a higher role in
generating conflicts (Enright & Petty, 2016). The workload of employees is broadly high in
terms of responsibilities and burdens.
References:
Einolf, C. (2017). Cross-national differences in charitable giving in the west and the world.
VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations, 28(2),
472-491. doi:10.1007/s11266-016-9758-4

IHRM 4
Enright, M., & Petty, R. (2016). Australia's Competitiveness: From Lucky Country to
Competitive Country. New Jersey: John Wiley & Sons.
Healey, B. (2017, February 2). Who has the best working culture? Australia, or the rest of the
world? Retrieved from HRM: https://www.hrmonline.com.au/section/featured/best-
working-culture-australia/
Rowe, D., Noble, G., Bennett, T., & Kelly, M. (2016). Transforming cultures? From Creative
Nation to Creative Australia. Media International Australia, 158(1), 6-16.
doi:10.1177/1329878X16629544
Triandis, H. (2018). Individualism and Collectivism . London: Routledge.

IHRM 5
Question: Diversity is good for business: here are 5 reasons why
Article: https://www.hrmonline.com.au/innovation/diversity-good-business-5-reasons/
Around the world, diversity management is significant challenges faced by
companies, and HRM plays an essential role (Gately, 2017). The positive impact of team on
innovations and creativity is due to the diversity in the company (Trawalter, Driskell, &
Davidson, 2016).
In the implementation of any international HRM activities, companies face challenges
in terms of complexities related to cross-cultural management such ass communicational gap
between the employees from different parts of the parts of the world and challenges such as
understanding cultural behaviour (Farndale, Horak, Phillips, & Beamond, 2019). If the
diversity exists in any organisation then there is a higher chance that companies can deploy
employees at the international locations which will allow them to reduce this complexity.
Different organisations use different approaches to IHRM. In the ethnocentric
approach, all the people are from parent country hence for managing the activities it is critical
to have diversity in the organisation. This will ensure that at least the problem related to
cross-cultural understanding does not arise but still significant gap in understanding will
continue (Hutchings & Cieri, 2016). In the polycentric approach since the employees are
from host nation hence the problems related to cultural understanding in that country will not
arise. In the geocentric approach there will be no problems and diversity is also managed as
people are recruited from all he parts of the world.
Sustainability related challenges and resource management are the two of the biggest
challenges faced by the companies which requires heavy training and development
mechanism (Engert & Baumgartner, 2016). This can be easily managed if the companies
apply better diversity plan as they will have different kinds of skills to handle operations.

IHRM 6
References:
Engert, S., & Baumgartner, R. (2016). Corporate sustainability strategy–bridging the gap
between formulation and implementation. Journal of cleaner production, 113, 822-
834.
Farndale, E., Horak, S., Phillips, J., & Beamond, M. (2019). Facing complexity, crisis, and
risk: Opportunities and challenges in international human resource management.
Thunderbird International Business Review, 61(3), 465-470.
Gately, K. (2017, April 5). Diversity is good for business: here are 5 reasons why. Retrieved
from HRM: https://www.hrmonline.com.au/innovation/diversity-good-business-5-
reasons/
Hutchings, K., & Cieri, H. (2016). International Human Resource Management From Cross-
cultural Management to Managing a Diverse Workforce. London: Routledge.
Trawalter, S., Driskell, S., & Davidson, M. (2016). What is good isn't always fair: on the
Unintended effects of framing diversity as good. Analyses of Social Issues and Public
Policy, 16(1), 69-99. doi:10.1111/asap.12103