National Culture and its impact on International Human Resource Management
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This essay analyzes the impact of national culture on International Human Resource Management (IHRM) practices used by Australian firms in the USA using Hofstede's cultural dimensions theory.
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Running head: NATIONAL CULTURE AND IHRM National Culture and its impact on International Human Resource Management Name of the Student: Name of the University: Author’s Note:
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1NATIONAL CULTURE AND IHRM According to Lee and Kang (2016), the entity of national culture wields a significant amount of influence not only on the different business processes used by the contemporary business firms but also within the framework of the human resource management practices used by them as well. Butler et al. (2018) have noted that the business style which is being adopted by the business firms is influenced by the different components of the national cultures since they are deeply ingrained within the practices or the working style used by the individuals of the concerned nation. This is important because of the fact that in the face of theextensiveusageoftheconceptofglobalization,thedifferentbusinessfirmsare increasingly expanding their business into the other nations of the world which are not in proximity to the natural culture which is being followed within the framework of their own native nation (Noe et al. 2017). However, as noted by Budhwar (2016), one of the most important aspects of the process of globalization is the fact that it had transformed the entire world into a global village wherein the firms from the different nations of the world are being able to indulge in trade relations regardless of their national identity. However, it is seen that the entity of national culture has not lost its prominence and the firms are increasingly restoring to the usage of the kind of HRM practices which are in alignment with the elements of national cultures of the host nations. This essay will analyze the entity of national culture influences the international human resource management (IHRM) process used by the Australian firms in the nation of USA through the usage of the cultural model of Hofstede's cultural dimensions theory. Tarique, Briscoe and Schuler (2015) have stated that the concept of international human resource management (IHRM) can be defined as the human resource management processesorpracticeswhicharebeingusedbyafirminaninternationalbusiness environment which are intended to enable the firm to attain the overall goals or objectives outlined by the concerned firm. As noted by Cooke et al. (2019), there are various functions
2NATIONAL CULTURE AND IHRM that the business firms are required to undertake as part of their IHRM practices like recruitment and selection, performance management, diversity management, cross-cultural management, talent development and others. In this regard, it needs to be said that one of the most important factors which affect the business the HRM processes or practices that are being used by the international firms is the entity of national culture (Beugelsdijk et al. 2015). For example, the working style or pattern used by the individuals, namely, whether they would in an individualistic or collective manner or would practice the notion of power distance or not and other similar attributes of the employees would be greatly influenced by the aspect of national culture (Beugelsdijk, Maseland and Van Hoorn 2015). It is precisely because of these aspects that the firms which are operational on an international basis need to give the organizational culture as well as other attributes that they had been practicing in their parent nation and thereby adopt the attributes of the national culture of the host nation. In this context, it needs to be said that the Hofstede's cultural dimensions theory is an important one which reveals insightful information regarding the national cultures of the different nations of the world and thereby helps the business firms to formulate their business practices and also the HRM practices or processes on the basis of the attributes of the host nation as per this model (Beugelsdijk and Welzel 2018). Hofstede's cultural dimensions theory, formulated by Geert Hofstede, is a framework which is used to analyze the different elements of the national culture of the diverse nations of the world (Beugelsdijk, Kostova and Roth 2017). In this regard, it needs to be said that this framework was formulated by Hofstede on the basis of the results of the survey that he collected from the different employees of IBM from all over the world between the years 1967 and 1973 (Raghuram et al. 2017). The major components of this model on the basis of which an analysis of the national cultures of the different nations is being done are individualism, masculinity, power distance, long-term orientation, indulgence and uncertainty
3NATIONAL CULTURE AND IHRM avoidance (Garavan, McCarthy and Carbery 2017). In this regard, it needs to be said that the scores which each of the nations have as per this framework are indicate of the different aspects of the concerned nation’s cultural attributes, values, traditions and other aspects (Farndale et al. 2017). These aspects in turn have a profound impact on the working style of the different individuals of the concerned nation and thereby serve as a framework which can be used by the different firms for the formulation of the HRM practices, business strategies and other important processes of their firm. The nation which had been selected for the purpose of the analysis of the IHRM is China because of the fact that the different attributes of its national culture is drastically different from that of Australia (See Appendix). This is one of the major reasons why the researcher had selected the nation of China for the purpose of analysis since the usage of this nation will enable the researcher to understand the impact of national culture on the IHRM practices used by the international firms in host nations in an effective manner. In this regard, it needs to be said that the nation of China in contrast to the nation of Australia score very high on the index of power distance which means that hierarchy is being maintained in an ardent in the nation of China (Hofstede Insights 2019). This is important from the perspective of the HRM practices used by the Australian MNCs operational in China because of the fact that they would have mould their organizational culture in China in a manner which wherein the employees would be required to take into account the entity of hierarchy unlike in the nation of Australia wherein it is seen that the managers or the employees holding superior designations are easily being approachable by all the employees of the firm (Rees and Smith 2017). Thus, it becomes all the more important for the Australian MNCs to take into account this factor during the formulation of the IHRM policies that they would use in the nation of China.
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4NATIONAL CULTURE AND IHRM China, unlike the nation of Australia score very low on the index of individualism which means that the collective work-culture is more pre-dominant in the concerned nation rather than the individualistic work culture which is being ardently followed within the nation ofAustralia(HofstedeInsights2019).Thisisimportantfromtheperspectiveofthe Australian MNCs which are presently being operational in the nation of China since the performance of the employees of these firms will greatly depend on the effectiveness with which they take into account this aspect of the national culture of China within the framework of the HRM practices used by them. More importantly, it is seen that the nation of China score higher than Australia in the index of masculinity which means that the Chinese peoplearemorelikelytogetmotivatedorinfluencedbytheconceptsofsuccess, achievement, competition and others (Hofstede Insights 2019). This is important from the perspective of the different Australian MNCs which are presently operational in the nation of China since for the purpose of motivating the employees or for that matter for enhancing their performance in an effective manner, the HR professionals would have to use these aspects in an effective manner. The differences between the national cultures of Australia and China also become apparent when the attribute of uncertainty avoidance is being taken into account. For example, it is seen that the nation of Australia, in contrast to China, has a higher score on the concerned index which means that the people of this nation are comfortable with ambiguity and generally do not like uncertain events (Hofstede Insights 2019). On the other hand, the nation of China, unlike Australia, has a higher score on the index of long-term orientation which means that the Chinese people are more focused on the future rather than on the past (Tung 2016). Thus, the Australian MNCs in order to attain success in the nation of China would have to focus on the future growth of their firm rather than enumerating the past glories that they have been able to attain. Lastly, as per Hofstede’s cultural model, the nation
5NATIONAL CULTURE AND IHRM of China unlike the nation of Australia scores very low on the section of indulgence which means that the Chinese people do not put much emphasis on the concepts of leisure or work- life balance and these attributes are not of much importance for them (Hofstede Insights 2019). Thus, it is likely that the Australian MNCs would benefit in a significant manner if they do not focus on the aspects of work-life balance, work life, family life and others in the nation of China since the national culture of this nation does not support these ideas. An analysis of the nations of Australia and China on the basis of Hofstede's cultural dimensions theory clearly reveals the fact that the national cultures of these nations are very different from each. Thus, the Australian firms which are operational in the nation of China would have to significantly modify or amend the HRM strategies or processes that they had been used to following in the nation of Australia. In this regards, it needs to be said that Australian firms operational in the nation of China would have to integrate the different elements of the national culture of the China within the organizational culture of their firm as well as the HRM practices or policies which are being followed by them (Ladhari, Souiden and Choi 2015). Deephouse, Newburry and Soleimani (2016) have noted that the business or the organizational prospects of the business firms which are operational in the different host nations depends greatly on the ability or the ease with which they are being able to integrate the national culture of the host national within the cultural framework that they are using. More importantly, recent researches clearly reveal the fact that the firms which fail to take into account the elements of the national culture of the host nations within the cultural framework used by them often fail to attain long-term growth in the concerned host nation (Cooke et al. 2019). In this regard, mention needs to be made of the American firm Walt Disney, which modeled the business practices as well as the HRM that they used in the nation of France for their theme parks in the concerned nation on the basis of the practices or process that had earned them success in the nation of USA (Farndale et al. 2017). However,
6NATIONAL CULTURE AND IHRM because of the inherent differences in the national cultures of the two nations, these processes or policies were neither accepted by the employees of the concerned firm not the customers whom they intended to serve. The element of national culture indeed plays a pivotal role within the framework of the IHRM practices or processes which are being used by the different firms in the host nations of their operations. This might seem in complete contradiction to the notion that the process of globalization had positively affected the contemporary world and also the fact that the individuals in the present times are becoming global and the local elements are becoming of lesser significance (Deephouse, Newburry and Soleimani 2016). However, when it comes to the formulation of the HRM practices or processes that the firms need to use in the different host nations for the effective management of the human resources that they have the entity of national culture plays a pivotal role because of the fact that the performance of the employees are directly related to these aspects. More importantly, the business firms which are operational on an international basis needs to ensure the fact that the HRM practices or processes as well as the organizational culture which is being used by it in the host nations areinsynchronicitywiththenationalcultureofthosenationsandalsoasperthe requirements of the employees of the concerned nations as well. To sum up, an essential aspect of the contemporary business world is the fact that the different business firms are increasingly resorting to the usage of the concept of globalization for the enhancement of the prospects of their business. However, at the same time it is seen that the firms which are operational in the international business arena need to take into account the element of national culture because of the fact that the working style of the individuals or the business style of that nation depends significantly on the aspect of national culture. More importantly, the firms also need to modify or amend the HRM practices as well as the organizational culture that they have been using in their parent nations and thereby
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7NATIONAL CULTURE AND IHRM integrate the elements of the national culture within the framework of the HRM policies or practices and also organizational culture that they are likely to use in the host nation. This is important because of the fact that the long term growth of the firms in the different host nations depend greatly on this aspect. These aspects of the contemporary business world become apparent from the above analysis of the impact of national culture on the IHRM practices or processes which are being used by the different firms in the international business arena.
8NATIONAL CULTURE AND IHRM References Al-Sarayrah, S., Tarhini, A., Obeidat, B.Y., Al-Salti, Z. and Kattoua, T., 2016. The effect of cultureonstrategichumanresourcemanagementpractices:Atheoretical perspective.International Journal of Business Management and Economic Research,7(4), pp.704-716. Beugelsdijk,S.and Welzel,C., 2018.Dimensionsanddynamicsofnationalculture: SynthesizingHofstedewithInglehart.JournalofCross-CulturalPsychology,49(10), pp.1469-1505. Beugelsdijk, S., Kostova, T. and Roth, K., 2017. An overview of Hofstede-inspired country- level culture research in international business since 2006.Journal of International Business Studies,48(1), pp.30-47. Beugelsdijk, S., Maseland,R. and Van Hoorn, A., 2015. Are Scoreson Hofstede's Dimensions of National Culture Stable over Time? A Cohort Analysis.Global Strategy Journal,5(3), pp.223-240. Beugelsdijk, S., Maseland, R., Onrust, M., van Hoorn, A. and Slangen, A., 2015. Cultural distance in international business and management: From mean-based to variance-based measures.The International Journal of Human Resource Management,26(2), pp.165-191. Budhwar, P.S., 2016.International human resource management. Edward Elgar Publishing Limited. Butler, C.L., Minbaeva, D., Mäkelä, K., Maloney, M.M., Nardon, L., Paunova, M. and Zimmermann, A., 2018. Towards a strategic understanding of global teams and their HR
9NATIONAL CULTURE AND IHRM implications:anexpertdialogue.TheInternationalJournalofHumanResource Management,29(14), pp.2209-2229. Cooke, F.L., Wood, G., Wang, M. and Veen, A., 2019. How far has international HRM travelled?Asystematicreviewofliteratureonmultinationalcorporations(2000– 2014).Human Resource Management Review,29(1), pp.59-75. Deephouse, D.L., Newburry, W. and Soleimani, A., 2016. The effects of institutional developmentandnationalcultureoncross-nationaldifferencesincorporate reputation.Journal of World Business,51(3), pp.463-473. Farndale, E., Raghuram, S., Gully, S., Liu, X., Phillips, J.M. and Vidović, M., 2017. A vision ofinternationalHRMresearch.TheInternationalJournalofHumanResource Management,28(12), pp.1625-1639. Garavan, T., McCarthy, A. and Carbery, R., 2017. International HRD: context, processes and people–introduction. InHandbook of International Human Resource Development. Edward Elgar Publishing. Hofstede Insights 2019.Country Comparison - Hofstede Insights. [online] Available at: https://www.hofstede-insights.com/country-comparison/australia,china/[Accessed8Apr. 2019]. Ladhari, R., Souiden, N. and Choi, Y.H., 2015. Culture change and globalization: The unresolved debate between cross-national and cross-cultural classifications.Australasian Marketing Journal (AMJ),23(3), pp.235-245. Lee, J. and Kang, N., 2016. A Study on the National Culture on Internationa Human Resource Management Strategy and Knowledge Creation.International Information Institute (Tokyo). Information,19(11B), p.5403.
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10NATIONAL CULTURE AND IHRM Noe,R.A.,Hollenbeck,J.R.,Gerhart,B.andWright,P.M.,2017.Humanresource management: Gaining a competitive advantage. New York, NY: McGraw-Hill Education. Raghuram, S., Brewster, C., Chen, X.P., Farndale, E., Gully, S. and Morley, M.J., 2017. On theory, technique and text: guidelines and suggestions on publishing International Human ResourceManagementResearch.TheInternationalJournalofHumanResource Management,28(12), pp.1640-1660. Rees, G. and Smith, P. eds., 2017.Strategic human resource management: An international perspective. Sage. Tarique,I.,Briscoe,D.R.andSchuler,R.S.,2015.Internationalhumanresource management: Policies and practices for multinational enterprises. Routledge. Tung,R.L.,2016.Newperspectivesonhumanresourcemanagementinaglobal context.Journal of World Business,51(1), pp.142-152.
11NATIONAL CULTURE AND IHRM Appendix Figure 1: National Cultures of Australia and China Source:Hofstede Insights 2019