debate about cross-cultural differences and its influence on managerial behaviour was initiated by Hofstede (1980) who developed a model which identified several dimensions of cultural differences (Warner and Joynt, 2002). This model has been used ever since for explaining cultural differences and to investigate adequate manager's behaviour in other countries. However, the question is to what extent Hofsted's (1980) model is really helping managers to understand these cultural differences and how managers can benefit from his model in everyday life. The four dimensions of Hofstede for evaluation of cultural dispositions are power distance, uncertainty avoidance, individualism / collectivism and masculinity/ femininity.
'The
methodology of personnel selection has never been uniform around the world', Huo, Huang & Napier (2002). 'Therefore illustrating that recruitment and selection can never have a universal best practice. Nevertheless, there are some similarities amongst employers transcending national boundaries in relation to recruitment and selection techniques (Huo, Huang & Napier, 2002).It was revealed in their 2002 study of cross national comparisons of personnel selection practices.
It was argued by Huo, Huang & Napier (2003) that despite cultural and historical differences, there is an ongoing convergence in global recruiting practices, mainly due to technological developments. Technical competence is deemed as the most important criteria when assessing potential employees and it was also demonstrated as a desirable measure of a candidates suitability for a particular role in future recruitment practice (Huo, Huang & Napier, 2003). The importance placed on technical ability argued within Anderson (2005) who assesses the reasons for 'expatriate failure'. Some organisations choose psychometric testing to determine candidate suitability based on 'soft' attributes, as well as including domestic circumstances in the selection process to assess organisational fit (Anderson, 2005). This technique will facilitate the recruitment of the right people for the right roles, and directly contribute to creating both individual and organisational competitive advantage.
Due to cultural differences, multinational company staffs have different values, beliefs and traditional culture, which determines their different needs and expectations, and the corresponding to meet the needs and expectations of different norms and behaviour. More broadly, an organization can also improve its capabilities for bridging cultural differences. Hiring for adaptability and investing in cross-cultural training can improve workforce capabilities and flexibility. Exposure to and deeper experience with foreign locations and cultures via participation in international teams, travel, and expatriation can inform and grow these kinds of capabilities.
At the end it's understand that HR specialists are facing many challenges in the current context, in order to deliver the individual goals as well as the organisational performance. Further, they use the best HRM practices, organisational behaviour activities and tools that can achieve both individual and organisational performance. It is very much important to have the best recruitment, performance management and strategies in order to employee the right people, in the right place, at the right time and also to retain and empower them which can in return co
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