Human resource scholars Budhwar and Debrah in their paper on Fourth Asia Academy of Management Conference have discussed regarding the developments specific to the Asia-pacific region with an HRM perspective. The same is being extensively studied by various management researchers like Japanese management system (Sano et al, 1997), HRM in Singapore. Hong Kong, Taiwan, and Korea (Rowley, 1998), aspects of Chinese management (Warner et al, 2002) viewing Asia-Pacific regions as the emerging markets of the World owing to the number of goods and services produced in these regions(cited in Economist, 2003).
Considering these facts, and keeping in mind the differences and similarities that exist in cross-cultural nations and organizations, HRM practices and policies need to be standardized to meet the global standards. Research has found evidence of successful implementation of global standards and failed situations due to differences. For example, Kidd et al (2001) detected failure of foreign firms in trying to implement their head-quarters’ HRM practices in their Chinese subsidiaries. Gradually, there was a transition in the Chinese HRM practices. A framework of Chinese HRM practices was designed which had ten dimensions such as rules, behavior, managerial role, key managers, selection, pay, conditions, labor management, job design, and training.
Each dimension was defined with respect to personnel management /industrial relations and HRM perspective. A detailed survey of various groups of Chinese organizations also revealed a possible progression from past divergence to future convergence. (Rowley, C, 1998 p 26-29). It can thus be seen that convergence/divergence is not static, but a dynamic phenomenon. Impacts of societal culture on management in Indian contexts can be seen on functions such as staffing, communication, leadership, motivation, and control.
Staffing for top managerial positions, especially in the private sector, is generally from familial, communal, and political considerations.
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