International Human Resource Management

Running Head: INTERNATIONAL HRM MANAGEMENT 0
International Human
Resource Management
System04121
8/28/2019

INTERNATIONAL HRM MANAGEMENT 1
Executive summary
Cross culture impacts the process of recruiting and interviewing in various ways. In
today’s world there is an increase in the cross border traffic of humans. The companies
nowadays do not choose staff from the home country. The report then discusses about the
difference in work culture of china and America. It is seen that china and America have a lot
of difference in their work culture.the difference is based on communication, the process of
HR practices and etc. Further the report discusses the impact of cross culture on the two
chosen HR practices which are recruitment and selection and performance appraisal. Cross
culture can affect these two practices as different cultures have different believes and
different believes can affect the behaviour of the person. Lastly the report discusses the
recommendations through which the company can handle cross culture and the HRM
practices.

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Contents
Executive summary....................................................................................................................1
Introduction................................................................................................................................3
Difference between china and America work culture................................................................3
Impact of cross culture on recruitment and selection process....................................................5
Culture and Assumptions.......................................................................................................6
Effect of cross culture on performance appraisal.......................................................................8
Recommendations to manage cross culture recruitment and performance appraisal................9
Create clear and explicit sets of expectations........................................................................9
Include individuals from diverse foundations on the enlisting group..................................10
Widen Your Recruiting Base...............................................................................................10
Offer Language Training......................................................................................................10
Conclusion................................................................................................................................11
References................................................................................................................................12

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Introduction
Cross culture impacts the process of recruiting and interviewing in various ways. In
today’s world there is an increase in the cross border traffic of humans. The companies
nowadays do not choose staff from the home country. This report is the study of cross culture
impact on selection and recruitment and performance appraisal the report also discusses about
the difference between china and America work culture and lastly the report talks about some
recommendation to manage cross culture in a MNC(Kessler, Cao, O'Shea, & Wang,
2014).The 2 practices chosen are selection and requirement process and performance
appraisal. The two country chosen for comparison areAmerica and china. The purposeof the
essay is to see how the cross culture in organization can effect performance appraisal and
selection and recruitment process.
Recruitment is distinct as the procedure of classifying and constructing the
possibleapplicants to smear for the jobs. Selection is distinct as the procedure of selecting
the right applicants for the empty positions
A performance appraisal is a steady evaluation of job performance of an worker's and
completeinfluence to a business. Also recognized as an "annual review," "performance
review or evaluation," or "employee appraisal," a performance appraisal assesses an
worker's achievements, development, skills, and, or absence thereof
Difference between china and America work culture
1. Hierarchy is significant to the Chinese and regard will be looked to those high up in
the construction. American administrations always to have praise structures, with

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workers at all levels approaching those at the top. In China, a worker low down to pay
scale would not be allowed to have direct contact with their bosses. Everyone knows
their place in the structure and maintains the guidelines that accompany it.
2. Conversations in China can feel fairly direct to Americans. Despite the fact that
Americans like to place individuals in setting in the quest for shared conviction,
casual chitchat about age, pay and conjugal status, all favoured by the Chinese, can
feel intrusive and excessively to an American. Having said this, Chinese visitors to
the United States can discover the language and tone used in American working
environments impolite and awkward. Thinking before you talk is imperative to the
Chinese, as is showing respect for those higher in the hierarchy (Stephan &Uhlaner,
2010).
3. China treats its seniors in an alternative manner to Americans. Older folks are
apprehended in incredible regard and treated accordingly, both in business and
socially. Numerous families live with a few ages under one rooftop. Indeed, even the
dead are respected. Americans, then again, anticipate that their posterity should be
free. The more seasoned age can live several miles from their kids and disengagement
of elderly folk’s individuals is a social issue. The American working environment can
appear ageist to more established individuals, as well, as youth culture is commended
(Ladhari, Souiden, & Choi, 2015). Hofstede (1991), Hofsetde established that
administration practices and qualities are not fairly the same as nation to nation
dependent on each nation‟s one of a kind culture and agreements. The social bequest
of most countries affects its financial, cultural, political structure. These influence the
advancement of the executives practices and qualities found in the nation

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Impact of cross culture on recruitment and selection process
Cross culture impacts the process of recruiting and interviewing in various ways. In
today’s world there is an increase in the cross border traffic of humans. The companies
nowadays do not choose staff from the home country. Thecompanies nowadays are facing
various issues related to cross cultural challenges as to how they can recruit manage and grow
the multi-cultural staff.
Companies are nowadays recruiting from a pond of candidates, who are from diverse
nationalities, cultures and faith the cross culture interview is an area that should be analysed
properly when recruiting. This is important to guarantee that applicants in culturally diverse
selection and recruitment process are not victimized through misperceptions and misguided
decisions. At senior levels inside an organization, for example, CEOs, HR Directors and
Senior Managers, there will be a need to guarantee that
a) The correct ability is being enlisted,
b) That the organization is being spoken to effectively and that
c) They are exhibiting great social information.
All selection representatives share a shared objective in needing to contract the best.
Notwithstanding, when cross cultured mistaken assumptions happen in selection and
recruitment process, this obstructs the way toward enlisting the best staff for the organization.
Figuring out how to function with cross cultured contrasts in selection and recruitment
process, one should guarantee to get the best out of an applicant and not defining culturally
diverse misunderstandings to obstruct judgment.

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Culture and Assumptions
The premise of fusing a culturally diverse structure of comprehension in selection and
recruitment process is in defeating 'Assumptions'.
Assumption link to a few between related components. Interviewers decide on what ought to
or ought not to occurand what is right or wrong. Assumption likewise refers to what
somebody's physical appearance says about them, what their non-verbal communication says
about their certainty, how individuals convey and how they present themselves(De Mooij, \
&Hofstede, 2011).
For example, a culturally diverse selection and recruitment process is occurring between an
English interviewer and a German interviewee. Genuinely at an early stage in the selection
and recruitment process the interviewer will begin to make assumptions with respect to the
individual's character, character and appropriateness for the post dependent on
misperceptions of the German competitor’s appearance, conduct and communication style. In
spite of the fact that the interviewee is somewhat high-forehead, obtuse in discussion, formal
and scholastic in attitude this does not mean he/she is unbending, unyielding or held as the
interviewer accept.
As should be obvious from the above example, assumptions can prompt interviers settling on
an inappropriate choice dependent on their social assumption. In this case, they could have
potentially lost a genuinely positive addition to their company(Lee, Kim, & Park, 2015).
In reference to the areasreferenced in the example above, interviewers should likewise know
about socially inspired assumptions made about areas, for example, eye to eye connection,
manner of speaking, motions, pose, indicating feelings, and the giving out of data and the
utilization of language to give some examples. All have a diverse component that should be
seen appropriately(Tremblay, Cloutier, Simard, Chênevert, &Vandenberghe, 2010).

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Eye to eye connection is an indication of certainty and trust in the UK and other European
nations. In any case, if a Chinese individual is being met and keeps up no eye to eye
connection, it is viewed as discourteous to keep up eye to eye connection. Essentially, to talk
noisily and plainly might be interpreted to be a positive attribute in the UK, yet in numerous
different nations, for example, Malaysia they think talking delicately is a decent quality.
Language likewise plays a vital job in culturally diverse selection and recruitment process.
The important point is that assumption must overcome if selection representatives are to carry
out their responsibility viably. All the above instances depend on cultural assumptions
concerning what things mean. In the present globalized reality, associations and organizations
need the imaginative and dynamic contribution from cultural staff. The best way to
accomplish this is to guarantee that such staffs are not being inappropriately limited for
positions because of diverse backgrounds. When this will be accepted and followed up on,
the recruitment process will become more easy and effective (Snape, & Redman, 2010).
Globe theory must be used which states that is important to describe, comprehend, and
predict the influence of specific culture variables on the leadership and organizations
procedures
Effect of cross culture on performance appraisal
Cross culture creates various problems through which the employees are not able to
perform well and hence all of this effects the performance appraisal
The 3 fundamental territories of social impacts that have been chosen to this exploration are
communication, age and sex(Hale, 2014). For example Communication can acquire issue 2
different habits which can be known as a language issue or distance issue. Language issue
implies that the workers may have issues in communicating in various dialects which can
affect their performance during team work. Reserve problem refers to the actual distance of

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communication from one country to another(Moideenkutty, Al-Lamki, &Sree Rama Murthy,
2011). For instance: if the organization needs to think about a specific request or item in
Japan at that point it isn't so natural to impart similarly as we might suspect, unquestionably
the procedure will take certain time. The reasons will be as per the following:
 Language ought to be natural.
 Arranging must be done before imparting
 Polished skill ought to be appeared by communication
 The right communication intermediate ought to be utilized to impart.
So these are some significant matters to be measured beforehand the communication
begins.
At that point next we can examine about the sexual orientation issues. This is likewise a
typical issue which mostly happens in religion shrewd. For EG: in the event that we mull
over advanced house some Muslim women are not happy to speak with male representatives.
So this issue can be the reason behind absence of communication which can prompt lack of
common sense and a great deal of mistaken assumptions inside the association itself and thus
the performance is effected which leads to bad performance appraisal
At that point another issue in age factor. This would be an inner impact which is brought
about by the association itself. For EG: the young persons are less brainy and they will be
missed out when decision creation is done. So this is a actual corrupt sign experienced by the
company. Really the young blood will ensure improved innovative ideas as they know very
well about the side of technology. But while the elder people in the corporation won’t
obligate the extent to think very intensely about technologies. Will have better creative
thoughts since they realize very well about the innovative side. However, while the more
established individuals in the organization won't have the degree to contemplate innovations.

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And hence the difference in thoughts also leads to bad performance as both the generation
will not be able to agree with each other(Seongseop&McKercher, 2011).
Recommendations to manage cross culture recruitment and
performance appraisal
Create clear and explicit sets of expectations.
Rundown and unmistakably distinct "must-have" and "decent to-have" aptitudes. More
frequently than not, North American employment postings comprise a depressed of 20
distinct qualities that are likewise subjective and compulsory. Be that as it may, actually
much of the time, just a pair of those attributes are "must-have" while the others are "pleasant
to-have". For example, how significant is it to communicate in English smoothly for a given
position? (Callen, Morel, & Richardson, 2011).
Include individuals from diverse foundations on the enlisting group.
Having worldwide collection representatives will aid distinguish communal contrasts that
might quick discharges or unwittingly one-sided ruling to applicants immaterial to their
capacity to do at work. Enrolment specialists with an assorted social foundation can all the
more likely recognize socially strong-minded performs and make progressively precise
appraisals. Thus, they might probably find potential "hidden treasure" applicants that proceed
to end up significant workers (Cleveland, Rojas-Méndez, Laroche, ,& Papadopoulos, 2016).
Widen Your Recruiting Base
On the off coincidental that one should restrain one choosing to the quick geographic region,
one capacity pass up on a chance to shape up an assorted labour force. Utilize additional
enlisting vehicles to develop the base, counting on the web occupation pieces, which anyone

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with Internet access can get. Moreover, publicize your beginnings in distributions that
intrigue to sections (Lamba, &Choudhary, 2013).
Offer Language Training
As designated by the Workforce Diversity Network site, the Culture for Human Resource
Management speaks paying or giving to arranging in English as a subsequent language is an
method to improve decent diversity. Taking this kind of program allows one to enrol from a
additional wide base of contestants, as it evacuates language obstacles as an explanation after
not thinking about a certified applicant.
Conclusion
Cross culture impacts the process of recruiting and interviewing in various ways. In today’s
world there is an increase in the cross border traffic of humans. The companies nowadays do
not choose staff from the home country. This report is the study of cross culture impact on
selection and recruitment.Companies are nowadays recruiting from a pond of candidates,
who are from diverse nationalities, cultures and faith the cross culture interview is a zone that
should be analysed properly when recruiting. The report then discusses the impact on
performance appraisal which are related to communication, age and etc.the report also
discusses about the difference between china and America work culture and lastly the report
talks about some recommendation to manage cross culture in a MNC

INTERNATIONAL HRM MANAGEMENT 11
References
1. Callen, J. L., Morel, M., & Richardson, G. (2011). Do culture and religion mitigate
earnings management? Evidence from a cross-country analysis. International Journal
of Disclosure and Governance, 8(2), 103-121.
2. Chen, J. Q., Zhang, R., & Lee, J. (2013). A cross-culture empirical study of M-
commerce privacy concerns. Journal of Internet Commerce, 12(4), 348-364.
3. Cleveland, M., Rojas-Méndez, J. I., Laroche, M., & Papadopoulos, N. (2016).
Identity, culture, dispositions and behavior: A cross-national examination of
globalization and culture change. Journal of Business Research, 69(3), 1090-1102.
4. Fong, C. Y., Ooi, K. B., Tan, B. I., Lee, V. H., & Yee-Loong Chong, A. (2011). HRM
practices and knowledge sharing: an empirical study. International Journal of
Manpower, 32(5/6), 704-723.
5. Kessler, K., Cao, L., O'Shea, K. J., & Wang, H. (2014). A cross-culture, cross-gender
comparison of perspective taking mechanisms. Proceedings of the Royal Society B:
Biological Sciences, 281(1785), 20140388.

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6. Lamba, S., &Choudhary, N. (2013). Impact of HRM practices on organizational
commitment of employees. International Journal of Advancements in Research &
Technology, 2(4), 407-423.
7. Moideenkutty, U., Al-Lamki, A., &Sree Rama Murthy, Y. (2011). HRM practices and
organizational performance in Oman. Personnel Review, 40(2), 239-251.
8. Snape, E., & Redman, T. (2010). HRM practices, organizational citizenship
behaviour, and performance: A multi‐level analysis. Journal of management
studies, 47(7), 1219-1247.
9. Stephan, U., &Uhlaner, L. M. (2010). Performance-based vs socially supportive
culture: A cross-national study of descriptive norms and entrepreneurship. Journal of
International Business Studies, 41(8), 1347-1364.
10. Tremblay, M., Cloutier, J., Simard, G., Chênevert, D., &Vandenberghe, C. (2010).
The role of HRM practices, procedural justice, organizational support and trust in
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11. Lee, S. J., Kim, J., & Park, B. I. (2015). Culture clashes in cross-border mergers and
acquisitions: A case study of Sweden's Volvo and South Korea's
Samsung. International Business Review, 24(4), 580-593.
12. Seongseop Kim, S., &McKercher, B. (2011). The collective effect of national culture
and tourist culture on tourist behavior. Journal of Travel & Tourism Marketing, 28(2),
145-164.
13. De Mooij, M., &Hofstede, G. (2011). Cross-cultural consumer behavior: A review of
research findings. Journal of International Consumer Marketing, 23(3-4), 181-192.
14. Hale, S. (2014). Interpreting culture. Dealing with cross-cultural issues in court
interpreting. Perspectives, 22(3), 321-331.

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15. Ladhari, R., Souiden, N., & Choi, Y. H. (2015). Culture change and globalization:
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