浙江大学跨文化管理张刚峰老师课件 Chapter_6_Culture_and_HRM
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2008-10-24 ZHANG Gangfeng Cross Cultural Management 3
Cultu
In Europe, HRM has evolved more from a sociological perspective, which pays more attention to the social system, the economic and political context, and the nature of the relationship between key actors, such as government, unions, and management. Here the prime concern is who has the power to decide, leading to promote industrial democracy (worker decide) and industrial policy( Government decide)
2008-10-24
ZHANG Gangfeng Cross Cultural Management
5
HRM Menu and Cultural Determinants (I)
HRM Issues: Selection Who to hire? How to hire? Desired behaviors – focus on skills / personality (culture, value)? Cultural Determinants
2008-10-24 ZHANG Gangfeng Cross Cultural Management 6
Tips for MNCs in recruiting
MNCs must discover and pick their way through these national differences in recruiting norms. They must find out what disciplines or schools are favored by would-be managers in those countries (Grandes Ecoles in France) . They must consider whether the skills, experience, and values fostered by these institutions are compatible with the corporate values and job requirements. MNCs must also assess whether the national companies have a “blind spot” which means they are missing a potential source of talent pool such as women in Japan and Taiwan (CITI Bank) and university graduates in France. MNCs have to find a balance between imitating local firms and making their own path. They must learn about the local norms, values, and assumptions.
2008-10-24 ZHANG Gangfeng Cross Cultural Management 2
Cultural Meaning of HRM (I)
In USA, HRM has its roots in psychology, its prime concern being the improvement of worker motivation. This leads to focusing on the individual, analyzing employee needs, reward system, and job enrichment.
Chapter 6. Culture and HRM
Dr. Zhang Gangfeng
What is the function of Management?
Function of Management: Planning, Organizing, Leading, Controlling “The role of the Human Resource Manager, the “priest” in whose hands the company’s ‘Ten Commandments’ lie, is to ensure the survival of its soul. Far from merely providing a functional service determining salary rises and fringe benefits, the human resource management function forms the very heart of a company, and its manager exists to confirm the company’s particular values and try to apply them in practice”. --- Michel Perez, Apple Computer, Europe HR Director of Honeywell Europe: “HRM is the local implementation of strategy”.
Specialists vs. Generalists?
British pays little attention to subjects studied
Individual vs. Collective Task vs. Relationship
Necessary qualifications? -- Level, discipline, or preferred institutions? How important is “what you know” vs. “who you know”? Nepotism
This results in legislation for worker representation on the board of directors, as in Germany and the Netherlands, quality of work-life council in Sweden, and the Code du Travail in France. Social contract: moral commitment, Long-term employment promised by the company in exchange for loyalty or social welfare provided by the state.
E.g., Haire’s practice of performance appraisal in USA.
Determine where HR policies need to converge, where variety may be more beneficial, and what local practices might be wellsuited for global diffusion.
2008-10-24 ZHANG Gangfeng Cross Cultural Management 7
HRM Menu and Cultural Determinants (II)
HRM Issue: Socialization
What kind of “initiation rites” are acceptable? Team building? What are the message being sent? Competition vs. cooperation? Individual vs. team effort? ésprit de corps To what extent will people engage in/reject social events? (Japanese vs. French) To what extent should efforts be made to ensure “corporate Culture” is shared To what extent should the corporate culture be made explicit (pins, posters, slogans, etc.)
2008-10-24
Cultural Determinants
Hierarchy (Disneyland,
Starbuck…! )
2008-10-24
ZHANG Gangfeng Cross Cultural Management
4
Challenge to HRM and its strategies
Strikes and turmoil in France in 2007 and 2008 Basic assumptions underpinning HRM practices: selection, socialization, training, performance appraisal, compensation, and career development, are vary. Thus, HRM practices may be viewed differently through different culture lenses and may cause unintended consequences when transferred abroad.
Evidenced in “performance management” Contractual: mutual expectation, fair exchange (psychological): Equal opportunity in recruitment and promotion, training programs addressing ethics or diversity issues. Legal contract: determines what is regulated and to what degree. Both parties guard their rights, preserving autonomy and independence (self-determination) The idea of Humans as resources, and whose value must be maximized and exploited, may cause offenses in cultures less instrumental oriented (task-oriented).
Doing vs. being
K-Mart in Prague in 1992 (the requirement Uncertainty avoidance of “service with Smile” caused many quit) / Power/hierarchy IKEA (Values)
Cultu
In Europe, HRM has evolved more from a sociological perspective, which pays more attention to the social system, the economic and political context, and the nature of the relationship between key actors, such as government, unions, and management. Here the prime concern is who has the power to decide, leading to promote industrial democracy (worker decide) and industrial policy( Government decide)
2008-10-24
ZHANG Gangfeng Cross Cultural Management
5
HRM Menu and Cultural Determinants (I)
HRM Issues: Selection Who to hire? How to hire? Desired behaviors – focus on skills / personality (culture, value)? Cultural Determinants
2008-10-24 ZHANG Gangfeng Cross Cultural Management 6
Tips for MNCs in recruiting
MNCs must discover and pick their way through these national differences in recruiting norms. They must find out what disciplines or schools are favored by would-be managers in those countries (Grandes Ecoles in France) . They must consider whether the skills, experience, and values fostered by these institutions are compatible with the corporate values and job requirements. MNCs must also assess whether the national companies have a “blind spot” which means they are missing a potential source of talent pool such as women in Japan and Taiwan (CITI Bank) and university graduates in France. MNCs have to find a balance between imitating local firms and making their own path. They must learn about the local norms, values, and assumptions.
2008-10-24 ZHANG Gangfeng Cross Cultural Management 2
Cultural Meaning of HRM (I)
In USA, HRM has its roots in psychology, its prime concern being the improvement of worker motivation. This leads to focusing on the individual, analyzing employee needs, reward system, and job enrichment.
Chapter 6. Culture and HRM
Dr. Zhang Gangfeng
What is the function of Management?
Function of Management: Planning, Organizing, Leading, Controlling “The role of the Human Resource Manager, the “priest” in whose hands the company’s ‘Ten Commandments’ lie, is to ensure the survival of its soul. Far from merely providing a functional service determining salary rises and fringe benefits, the human resource management function forms the very heart of a company, and its manager exists to confirm the company’s particular values and try to apply them in practice”. --- Michel Perez, Apple Computer, Europe HR Director of Honeywell Europe: “HRM is the local implementation of strategy”.
Specialists vs. Generalists?
British pays little attention to subjects studied
Individual vs. Collective Task vs. Relationship
Necessary qualifications? -- Level, discipline, or preferred institutions? How important is “what you know” vs. “who you know”? Nepotism
This results in legislation for worker representation on the board of directors, as in Germany and the Netherlands, quality of work-life council in Sweden, and the Code du Travail in France. Social contract: moral commitment, Long-term employment promised by the company in exchange for loyalty or social welfare provided by the state.
E.g., Haire’s practice of performance appraisal in USA.
Determine where HR policies need to converge, where variety may be more beneficial, and what local practices might be wellsuited for global diffusion.
2008-10-24 ZHANG Gangfeng Cross Cultural Management 7
HRM Menu and Cultural Determinants (II)
HRM Issue: Socialization
What kind of “initiation rites” are acceptable? Team building? What are the message being sent? Competition vs. cooperation? Individual vs. team effort? ésprit de corps To what extent will people engage in/reject social events? (Japanese vs. French) To what extent should efforts be made to ensure “corporate Culture” is shared To what extent should the corporate culture be made explicit (pins, posters, slogans, etc.)
2008-10-24
Cultural Determinants
Hierarchy (Disneyland,
Starbuck…! )
2008-10-24
ZHANG Gangfeng Cross Cultural Management
4
Challenge to HRM and its strategies
Strikes and turmoil in France in 2007 and 2008 Basic assumptions underpinning HRM practices: selection, socialization, training, performance appraisal, compensation, and career development, are vary. Thus, HRM practices may be viewed differently through different culture lenses and may cause unintended consequences when transferred abroad.
Evidenced in “performance management” Contractual: mutual expectation, fair exchange (psychological): Equal opportunity in recruitment and promotion, training programs addressing ethics or diversity issues. Legal contract: determines what is regulated and to what degree. Both parties guard their rights, preserving autonomy and independence (self-determination) The idea of Humans as resources, and whose value must be maximized and exploited, may cause offenses in cultures less instrumental oriented (task-oriented).
Doing vs. being
K-Mart in Prague in 1992 (the requirement Uncertainty avoidance of “service with Smile” caused many quit) / Power/hierarchy IKEA (Values)