Você está na página 1de 33

Human Resource Issues

In
Trans-cultural
Organisation
BYAAKASH KHANDELWAL (2012-IPG001)
ANSHIKA SINGH (2012-IPG017)
HIMANSHU MEENA (2012-IPG043)
SHUBHANKIT NIGAM (2015-MBA011)

passive and active


aspects of dispersion
and diffusion of
culture. It goes
beyond cultural
borders, without
becoming
homogenizing on the
global level, but still
integrates diversity in
the sense of
recognition of

Transnational HRM system

FEATURES :
Makes decisions from a global perspective
Includes managers from many countries
Based on ideas contributed by people representing a variety of cultures
Decisions that are the outcome of a transnational HRM system balance
uniformity with flexibility.

Issues in Trans-Cultural Organisations


Political

All China Federation


of Trade Union
German Court Struck
Down Ethics Code in
2005.
FDI
Chant and Smile

Cultural

Intercou
nty
differenc
es
influenci
ng HR
practices
globally.

Economic

Legal

Cultural Issues
Communitys set of shared assumptions about how the world works
and what ideals are worth striving for.
Culture can greatly affect a countrys laws.
Culture influences what people value, so it affects peoples economic
systems and efforts to invest in education.
Culture often determines the effectiveness of various HRM practices.
Cultural characteristics influence the ways members of an organization
behave toward one another as well as their attitudes toward various HRM
practices.
Cultural differences can affect how people communicate and how they
coordinate their activities.

Cultural Issues

Organizations must prepare managers to recognize and handle cultural


differences.
Recruit managers with knowledge of other cultures
Provide training
For expatriate assignments, organizations may need to conduct an
extensive selection process to identify individuals who can adapt to
new environments

Cultural differences in the workplace

Waiting to be recognized

To share or not to share

Giving suggestions or keeping to yourself

Economic Issues

The economic system provides many of the incentives or


disincentives for developing the value of the labor force.

In developed countries with great wealth, labor costs are relatively


high. This impacts compensation and staffing practices.

Income tax differences between countries make pay structures more


complicated when they cross national boundaries.

Legal, Political, and Labor Relations


Factors

Employers going abroad must be familiar with the labor law systems in
the countries they are entering
Managing globally also requires monitoring political risks. Political risks
are any governmental actions or politically motivated events that could
adversely affect the long run profitability or value of the firm.
The countrys laws often dictate the requirements for HRM practices:
training, compensation, hiring, firing, and layoffs.
An organization that expands internationally must gain expertise in the
host countrys legal requirements and ways of dealing with its legal
system.
Organizations will hire one or more host- country nationals to help in the
process

in an International
Workforce

Employees in an International
Workforce

Parent-country national employee who was born and works


in the country in which an organizations headquarters is located.
Host-country national employee who is a citizen of the
country (other than parent country) in which an organization
operates a facility.
Third-country national employee who is a citizen of a
country that is neither the parent country nor the host country of
the employer.

When organizations operate overseas, they hire a


combination of parent-country nationals, host-country
nationals, or third-country nationals.

Expatriates A Global Advantage

Managing Expatriates :
Selection
Expatriate managers need technical competence in the area of
operations.
In addition, many other skills are necessary to be successful in an
overseas assignment:

Ability to maintain a positive self-image and feeling of well-being


Ability to foster relationships with host-country nationals
Ability to perceive and evaluate the host countrys environment
accurately

Source: Managing Expatriates on International Assignment, Gitte Brynningsen

Managing Expatriates :
Preparation

Pre-assignment site visit


Job orientation
Country orientation
Culture orientation
Language training
Compensation / benefits / taxes counseling

Managing Expatriates Reasons for


Failures
Inability of
Spouse
to Adjust

Personality

Personal
Intentions

Family
Pressures

Why
Expatriate
Assignments
Fail

Inability to
Cope
with
Overseas
Responsibilit
ies
Lack of
Cultural
Skills

Managing Expatriates Reasons for Success


Realistic Previews

Careful Screening
Helping Expatriate
Assignments Succeed

Improved Orientation
Cultural and Language
Training
Improved Benefits
Packages

LITERATURE
REVIEW

Paper :Diversity management in transcultural


organizations
Author: Bryan Christiansen ; Hakan Sezerel [2013]

This paper demonstrates the importance of global organizations to develop and


incorporate motivational Cultural Intelligence (CQ) programs into their Diversity
Management (DM) policies within the context of Strategic Human Resource
Management (SHRM).
This paper also elucidates workforce diversity in a trans-cultural context via
evidence from empirical research and current corporate practices.
Effective DM practices which includes providing motivational CQ training,
implementing DM Best Practices, and developing Global People Skills in rankand-file employees can greatly assist in achieving sustainable corporate
performance in the trans-cultural organizations of twenty-first century
globalization

Paper : Managing Human Resources in International


Organizations
Author: Neha Tiwari [2013]
Multinational Companies (MNCS) use three types of strategies
for transfer of HR practices across different nations;
Ethnocentric strategy uses same HR practices of parent company
in host nations
Polycentric strategy employ local people as workforce and adapts
the HR practices of host nation
Geocentric strategy only focuses on skills of the employee and
adopts HR practices which are most effective and efficient irrespective of
the nationality
The international organizations can use culturally sensitive and adaptive
HRM practices for creating competitive advantage in overseas operations.
In attempt to explore new markets and opportunities multinational companies
are adapting to HRM practices across different borders.

Paper: Cross-cultural conflict and affirmative action:


Inter-and intra-ethnic dilemmas
Author: Max U. Montesino [2012]
Focuses on affirmative action policies, both as a mechanism for
managing cross-cultural conflict and as creator of other types of
conflict in multi-ethnic Malaysia.
The article identifies several cross-cultural conflicts that the
nation is facing after four decades of affirmative action
implementation.
Based on a field research report and a theoretical literature
review, the article provides the reader with information about
the complex Malaysian environment. It points to cross-cultural
conflict potentials, as well as the influence of ethnic identity and
conflict management models used in Malaysias workplace.
The article finally provides the reader with implications for
managing conflict in the Malaysian work context in the future.

Examples

Problems Encountered
With Workplace Culture
Cultural Diversity

Although many companies seek to have cultural diversity,


cultural diversity
itself can bring its own set of problems for management
professionals if
they are inadequately prepared to deal with such diversity.

Cultural differences can hamper the sense of togetherness


and
belonging that many companies seek to create when
consciously developing a cultural identity for workers.

The University of Colorado points out that one of the primary


issues created by cultural diversity is the potential inability to
effectively communicate with workers of various backgrounds.

Problems Encountered
With Workplace Culture
Religion

Another cultural problem that can arise in the workplace is the


differences in religious worldview or belief.

This can be a problem in more than one way.


For instance, if certain individuals are required by their
religious faith to dress in a certain manner or wear a particular
piece of cultural garb that others might find offensive, this can
create cultural division within
the workplace.

Differences in religious ideas can also cause division,


especially if those ideas are discussed freely during times
when workers are idle.

Problems Encountered
With Workplace Culture
Conflict Resolution

Cultural differences can also create problems in terms of


conflict resolution. However, problems with conflict resolution
are not necessarily a result of cultural differences.

Cultural differences can create additional problems when


attempting to resolve conflicts, though. The inability to
communicate, for one, can make it difficult to effectively
resolve a problem.

Conflict resolution is something that companies can deal with


effectively if they have established policies and procedures for
when major disputes arise between workers in the context of
workplace culture.

Cultural Awareness

Cultural awareness, or a lack thereof, is yet another problem

Cultural Diversity in India faced by

When Google founders Sergey Brin and Larry Page visited India a few years
ago,
they reportedly came across as college backpackers.

They just seemed too informal, given their responsibilities for managing
Google. Their experience illustrates the fact that countries differ widely in
their cultures in other words, in the basic values their citizens adhere to,
and in how these values manifest themselves in the
nations arts, social programs, and ways of doing things.

Cultural differences manifest themselves in differences in how people from


different countries think, act, and expect others to act.

For example, in a study of about 330 managers from Hong Kong, Mainland
China, and the United States The U.S. managers tended to be most concerned with getting the job done.
Chinese managers were most concerned with maintaining a harmonious

The Hofstede Study


Individualism

Professor Geert Hofstede - Dutch


social psychologist, former IBM
employee, and Professor Emeritus of
Organizational Anthropology and
International Management at
Maastricht University in the
Netherlands

The study illustrates other


international cultural differences.

For example, Power distance


represents the extent to which the
less powerful members of institutions
accept and expect an unequal
distribution of power.

Power
Distance

Uncertainty
Avoidance

Masculinity

Long Term
Orientation

The Hofstede Study

He concluded that acceptance of such


inequality was higher in some countries
(such as Mexico) than in others (such as
Sweden).

In turn, such differences manifest


themselves in different behaviors. Such
cultural differences influence human
resource policies and practices.

For example, Americans heavier emphasis


on individuality may help to explain why
European managers have more
constraints, such as in dismissing workers.

As another example, in countries with a


history of autocratic rule, employees often
had to divulge information about their

Mergers Dont Always Lead to


Culture Clashes ?
In 2005 when banking giant Bank of America (BOA) announced
its $35 billion acquisition of credit card giant MBNA, there many
thought that in a few years this merger would join the heap of
those done in by cultural differences.
MBNAs culture
Free-wheeling
Entrepreneurial spirit that was also quite secretive.
MBNA employees also were accustomed to the high life. Their
corporate headquarters could be described as lavish.
Employees throughout the company enjoyed high salaries and
generous perks
Bank of America`s Culture
Low-cost
No-nonsense operation
Size and smarts were more important than speed
In short, the cultures in the two companies were very,
very different

Mergers Dont Always Lead to Culture Clashe


?

To try to manage the cultural transition, executives of both


companies began by comparing thousands of practices covering
everything from hiring to call-center operations.

In many cases, BOA chose to keep MBNAs cultural practices in place.


In other cases, BOA did impose its will on MBNA.
For example, because MBNAs pay rates were well above market,
many MBNA managers were forced to swallow a steep pay cut. Some
MBNA employees left, but
most remained

In other cases, the cultures co-adapted.


For example, MBNAs dress code was much more formal than BOAs
business-casual approach. In the end, a hybrid code was adopted,
where business suits were expected in the credit card divisions
corporate offices and in front of clients, but business causal was the

Was it a Successful Merger ?

YES. The merger is working very well.

BOA made another, more recent and much larger acquisition:


Merrill Lynch. After a rough start, most evidence suggests this
mega-merger saved Merrill from bankruptcy and appears to
be working well, which
might suggest that BOA has found the secret to successful
mega-mergers.

Is it realistic for a company to try to institute a


standardized human resource management system in its
facilities around the world ?
A study suggests that the answer is
yes.
In this study, the researchers
interviewed
human
resource
personnel
from
six
global
companies Agilent, Dow, IBM,
Motorola, Procter & Gamble, and
Shell Oil Co. as well as
123
international
human
resources
consultants.
The study's overall conclusion was
that employers who successfully
implement global HR systems do so
by applying several best practices.
The basic idea is to develop

Implement the
international HR
system and
practices,
such as by
allocating
adequate
resources

Develop the
international
HR
system, such
as by
forming
global
networks

Take steps to ensure


the system is
acceptable to those
who must implement
it, such as by
investigating
pressures to
differentiate
practices

People must be judged not on the


basis on the color of their skin, or
the beliefs in their faith but the
merit of their ability and content
of their character.
Dr. Bemurdez Svankvist

THANK
S!
Any
questions?

Você também pode gostar