Management culture on HRM practices


This research newspaper identifies the impact of management culture on HRM techniques and finally on the organization.

Globalization is an activity which facilitates the integration of societies and cultural values through communication and trade across countries which are mainly aided by tactical use of information systems. However, there are several issues of concern which a business should think about before establishing their HRM tactics. Issues relating cross-national transfer of HRM procedures, individualism at work, specific and organizational transformation, more impact of economic success, variations in leadership procedures, emphasis to spirituality, dehumanization, better role of their state, difference in appointment and ownership are some of the key concerns that emerge in firm processes due to the cultural difference in general management practice.

Both european and non-western management culture has its benefits and shortcomings. This research paper performs critical research of both traditional western and non-western management culture by inspecting the relevant books of human reference management good management culture which is reviewed within the next section. The conversation is built around difference in general management varieties of countries like Sweden, Japan, UK and India. In last section, predicated on the research of american and non-western management style, conclusions and suggestions are attracted.

Hypothesis View

Armstrong (2009) defines human source management as "set of policies which are made to enhance the organizational integration, employee commitment, overall flexibility and quality of work". Individual Resource Management operates as an intermediate between the company and the employees. The practice of individual resource management entails supervision of the people (how they are used and monitored) in the organization. A well-designed structure of human source management within an organization should lead to no Trade Unions.

Human learning resource management is a vital segment of any company. It performs an important role in defining and making the elements of organization culture. Group culture is recognized as "set of shared worth and beliefs" specified by the business taking into account various agreeable and disagreeable conducts. Jackson (2002) helps a cross-cultural methodology within an organization in order to provide emphasis to management of segregation across ethnicities and to offer with the apprehension of difference in people management styles. Strategic human reference management also helps the organization to get a lasting competitive benefit over its competition made up of high-quality people.

The tasks and targets of human learning resource management depend upon the volume of the business. Torrington et al. (2005) described that as how big is the organization boosts, the scope of employing people to focus on particular regions of human learning resource management also increases. Shape 1. 1 shows various jobs and aims of human tool management.

Change-management Objectives

Performance Objectives

Administrative Objectives

Staffing Objectives

Human Source of information Management

Human resource generalists

Line Managers

Consultants and advisers

Human source specialists


Figure 1. 1: HRM roles and objectives [Torrington et al. (2005)]

Keating et al. (2004) identifies comparative human tool management (CHRM) research which increases the adequacy of human source of information management practice and global perspective. CHRM research includes a comparative research of human resource management which results in variation because of the difference in culture and institutional surroundings. This research also supports ethnic relativity between HRM ideas, theories and models.

The expression 'Integrative' imply the propensity to collate diverse rudiments into one single function. Liu (2004) shows that a business can employ integrative human source management (IHRM) research model to be able to allow all their subsidiaries to determine same human reference management practices. This method is more expensive due to integration between the parent or guardian company and all their subsidiaries through inter-transfer of these HRM practices. A critical concern facing IHRM is fast and growing globalizing world.

Figure 1. 2 shows a few of the key characteristics of Comparative and Integrative individuals resource management.

Comparative HRM

Integrative HRM

Comparative HRM compares HRM routines at organizational level as well as national level

Integrative HRM approach compares HRM tactics at organizational level

A analysis of Comparative HRM assists with identifying different habits of HRM procedures at organizational level as well as nationwide level

Two main aims of Integrative HRM are


International learning

A study of Comparative HRM helps in identifying different reasons for the versions in HRM routines investigated at organizational level as well as nationwide level

Integrative HRM approach identifies same HRM methods for both parent company as well as its subsidiaries

Comparative HRM identifies two major categories for the reasons of deviation

Cultural Issues

Institutional Issues

Major difficulties of Integrative HRM are

Globalizing world

Robust copy mechanisms

Difference in ethnic values

Comparative HRM does not use theoretical framework

Integrative HRM entails centralization of work and enhances monitoring

Figure 1. 2: Comparative HRM and Integrative HRM

Comparative HRM and Integrative HRM approach are used by the business in order to gauge the impact with their existing HRM routines. Furthermore, CHRM offers a global point of view and IHRM facilitate centralization of work within company. The organization indicates Comparative Human Learning resource Management (CHRM) and Integrative Individuals Source of information Management (IHRM) in order to investigate the regions of improvement.

In the next part of this section, we shall discuss how CHRM and IHRM are related to the practice of workers management and work group management.

HRM versus Workers Management

Personnel Management is typically related to the practices and rules associated with management of employees employed in an organization. As discussed before (in section 1 - guide), HRM also defines the tactics related to the supervision of the employees in an organization. So, what's the difference between Staff Management and HRM?

Bratton et al. (2007) represents the evolution of employees management and some of the key differences between Workers Management and HRM. In Great britain (1970), when a new legislation was approved, promoting the equality in career, there was an unexpected upsurge in the functions and status of personnel director. A report conducted by "Donovan Percentage" says that since 1914 there has been a constant progress of personnel managers with most of them found to be men. Among the key functions of employees manager was to cope with Trade Unions. Second World Battle increased the demand of staff managers and in 1989, the staff specialists/managers rose to 35, 548.

The following shape (Shape 1. 3) describes the difference between Personnel Management and HRM.

Personnel Management

Human Learning resource Management (HRM)

Personnel Management is a subset of Individual Resource Management

Human Resource Management is integrated with strategic plan of organization

Personnel Management provide more value to "Legally Constructed Exchange"

Human Source of information Management provide more relevance to "Psychological Contract"

Personnel Management handles the activities related to the supervision of an employee like recruitment, training, guidance etc

Major aims of Human Reference Management

Encourage learning at workplace

High employee commitment

Improve performance of the organization

Personnel Management helps Work Group management and boosts the management process

HRM emphasis more on an individual aspect and marginalize the collective measure of the aspects between an individual and management

Figure 1. 3: Difference between Personnel Management and HRM [Bratton et al. (2007)]

However, as the primary purpose of Employees Management and Individual Learning resource Management is to enhance the relationship between your company and employees, the term "Personnel Management" and "HRM" can be used interchangeably.

Personnel management handles functions like counseling for employees, security of personal information and proper job information. Personnel management also gets effected by the impact of social dissimilarities. Both comparative and integrative individual resource management provides a framework which defines the guideline for the methods of workers management. However, due to the swift progress of business across countries, personnel management methods also needs to be revised constantly.

Work Group management can also be defined as a subset of Man Learning resource Management which contains a group that manages the working methods followed by a business. Work Group management confronts an essential challenge because of the increase in variety of culture and beliefs. CHRM and IHRM offer an examination of the ethnical difference that can be useful in design of work group management. Many think that the concern raised by diversity is simply ignored while establishing HRM guidelines and practices within an organization. This may result in higher issues and low performance.

Considering the understanding of business culture, american management culture has always been referred to things that are not regarded as religious, religious and sacred. The universalistic strategy makes western management culture give more emphasis to dehumanizing treatment of people and neglect the importance of adding cross-cultural and shared value point of view within the organization. Folks are often known as "sources of the business", which helps the business to fulfill their requirement in the process of reaching business targets. Alternatively, non-western management culture consists of a big portion of individual characteristics at work. Non-western management culture also details equal importance to spirituality and cultural differences between the employees of the business.

Theory Analysis

As discussed in the previous section, Integrative HRM and Comparative HRM help the business to create a strategic HRM which allows the organization to design competitive strategies with regards to their HRM guidelines and practices. However, as business keeps growing more and more in a 'borderless world', the business has to package with two important troubles

Maintain correlation between their nationwide units which manages in respective countrywide cultures.

Employees of the business have difference in cultural value.

There are two means of taking the conversation forward, one reaches macro level (among different national culture) and second is at micro level (people own different ethnical value).

Boone et al. (1997) recognized that "integration opportunity and constraining variety" were two main issues experienced by the professionals in Europe. In 1991, various multinational companies which were operating in Europe were in limited spot of making a strategic decision whether to look at the "European" style of management or even to continue with the own design of management fulfilling all the norms of 'local-national' culture. This engaged an investigation from legal, communal, economic and politics point of view.

According to Jackson (2002), there are four measurements to symbolize the "value systems" of any national culture.

Power Distance

Uncertainty Avoidance



An organization can take up either integrative way or differentiation methodology because of their HRM practices. For instance, an operational product of a business decides to change the HRM tactics which are followed by the number country. This brings about differentiation of HRM procedures between the father or mother company and its own subsidiary. What happens when the business's growth is coupled with both the mother or father company and other operational units?

Now, why don't we make an effort to answer these asked question by taking into consideration the management culture adopted in different elements of the world.

Swedish Management Culture

Western management culture is generally described "American Machine Model" as business organizations give more emphasis to monetary success and often focus more on process completion and outputs rather than creativity, thoughts and spirituality. Market leaders create a eye-sight whereas managers develop plans based on Leaders perspective, the employees/personnel concentrate on its implementation. In the majority of the traditional western countries, robust HRM framework provides broad range of incentives predicated on the factors like opportunities, participation and working conditions. Jackson (2002) expresses that, when the work of co-determination at work was handed down in 1976, the professionals and union staff were assigned identical to information and professionals were instructed to seek advice from the unions before making any major management decision. Since the end of 1980s, distinctions between blue-collar and white-collar staff were reinforced by "associate" agreements which diminished the effect of trade unions at the work place. Constant growth operating industries also resulted in weakened trade union representation. In 1994, Sweden signed up with European Union. Swedes tend to concentrate more on cultural democracy and equality. They are really impassively practical and bias towards logical reasons which define their sensible approach towards life. Jackson (2002) recognized three main factors of Swedish Cultural value

Love of nature

Individualism through self-development


As per Jackson (2002), Swedish management culture is known as to be "ambiguous" by the international managers. Informal connections with subsidiary, staying away from conflict, lower in power distance, high in individualism, low in doubt avoidance, unclear targets are a few of the key traits of Swedish organizations. The factor of equality can be comprehended by the actual fact that 75% of the ladies constitute the workforce.

In order to describe this in greater detail, Jackson (2002) had taken an example of IKEA: Furniture Syndication Industry. Since its start, IKEA faced a massive challenge of maintaining its "Swedishness" along with the proper decision of adapting local-national culture in which they are operating. IKEA has been a global player from earlier 25 year which includes a few of their biggest market in United states, France and Germany. Just like Swedish culture, IKEA's management style is also "informal" denying the actuality of staff as replaceable and compatible aspect. Common practice of writing knowledge and skills were seen among professionals towards their subordinates. Conversation and justification were prime options found in order to propagate their organizational culture rather than formal training programs. People resource management in addition has used the same Swedish methodology. Recruitments were made on the basis of good interpersonal skills and high potential whereas less emphasis is directed at formal qualifications. Soon, IKEA started having trouble with the subsidiaries in countries like Germany, France and USA. Issues pertaining managers authority, informality, job information, assessing dangers, indecisiveness, lack of formal rules were some of the key concern for IKEA. IKEA also lost some of their key American managers in the same process. In order to overcome all these inadequacy, Jackson (2002) proposed a multicultural model. This model implies that folks having different ethnic values should work together. Cultural distinctions and business ethics shouldn't affect one another when conversing across countries. Boone et al. (1997) details three types of variety (refer amount 1. 4) from the managerial perspective.

Types of diversity


Diversity in negotiated environment

Tax rules

Subsidization practices

Financial reporting requirements

Quality and product standards

Administrative diversity

Internal accounting rules

Information systems

Manufacturing systems

Inherited diversity

Customer preferences

Employee characteristics

Business systems

Figure 1. 4: Three types of variety [Boone et al. (1997)]

Japanese versus UK/European Business Model

Unlike american management culture, Japanese management style stress more on getting in groups to give a solution of the situation. Motivation plays a very important role in identifying the performance of any organization. However, Japanese organizations stay short on the motivational factor yet article very high output.

Azhashemi et al. (1999) explains, that lately, more importance has been directed at efficient frameworks to be able to increase the quality of the management practice. Japanese management style introduced Total Integrated Management (TIM) framework to enable the organization to interrelate each of these facets. As multiple factors are getting started with hands with management quality, it becomes quite difficult for a business to focus on each of these factors and enhance their quality of management practice. The following physique illustrates six critical factors identified in Total Integrated Construction (TIM) which are essential for the success of a highly effective organization.

Business Structure

Management Resources

Management Design

Corporate Culture

Management Performance

Management Cycle

Figure 1. 5: Critical Factors of Total Integrated Management (TIM) Construction [Azhashemi et al. (1999)]

Total Integrated Management (TIM) platform helps the organization to identify the missing loop in their management practice by determining the way the management cycle influences four factors of the organization (Business Composition, Management Resources, Management Design and Commercial Culture) which displays the performance of the management routines. Azhashemi et al. (1999) also identifies that the quality of management circuit is directly proportional to the rest of the five factors. In the event the management routine shows high quality level, the six factors produce a fantastic loop that allows the organization to be proactive and implement them.

As discussed before, Japanese organizations show low job satisfaction. Career or Job satisfaction can be considered as a department of motivation. Jackson (2002) identified that motivational factors include both specific attributes and social values. The next figure details the cultural differences among East Asian and Western civilizations which constitutes the motivational factors.

East Asian








Extended Family Relations

Nuclear and mobile family

Highly disciplined/determined workforce

Decline in work ethic and hierarchy

Protocol, get ranking and status

Informality and personal competence

Avoid conflict

Conflict to be managed

Figure 1. 6: Motivational Factors [Jackson (2002)]

The core objective of spirituality is non-economic, yet critical for an individual. Spirituality consists of two main elements that happen to be vision and creativity. This refers to a framework where more focus is offered to the individual eliminating the probability of marginalization of individual. However, the conception of Japanese group about their workers differs from that of western firm which consider worker as "Intellectual Capital". Jackson (2002) defined seven spiritual values which are discovered in japan culture.

National service through industry


Harmony and cooperation

Struggle for betterment

Courtesy and humility

Adjustment and assimilation


Jackson (2002) classifies English management culture as low way of measuring power distance, high on individualism, on top of masculinity and very low measure of uncertainty avoidance. English organizations are not total learning organizations. However, British isles management culture is built around the concept of action learning. The second generation of "Learning Organizations" serves as a "Knowledge Management" - a changeover from British Management Style to Japan Management Style. Jackson (2002) also advised following technique for management learning.

Azhashemi et al. (1999) illustrates that UK/Western business model platform helps the organization to increase management criteria and performance. The basis of this construction is "Total Quality Management (TQM)" which mainly concentrates on customer satisfaction. This business design includes nine elements (refer number 1. 7) which allows the organization to evaluate their business results.

These nine elements are further divided into two major categories: Enablers and Results. Enablers consist of elements which convert type into result whereas Results allows the organization to measure their level of output. UK/Western business design used a method of self-assessment to be able to link and improve each facet of a business. Azhashemi et al. (1999) recommended some of the important thing benefits of the self-assessment method.

An objective analysis against credible and proven criteria.

An assessment based on evidence.

An possibility to target improvement where it is most needed.

An chance to promote writing of good, effective techniques within the business.

An opportunity to learn.

The evaluation of Total Integrated Management (TIM) of Japanese management style and UK/Western european business model shows that the two frameworks concentrate mainly on the ideas of Total Quality Management (TQM). Plan and strategy will be the two main components of Total Integrated Management (TIM) framework which shows the notion of Japanese management style that these guidelines and strategies can affect both business and management factors. On the other hand, UK/European business design enables the organization to attain high standards.

Indian Management Culture

Indian management style is dependant on its diversity with many religions, traditions and ethics. Many think that the managerial behaviour in India is affected by principles and beliefs a person possess. Some also believe people work within an organization only to nuture their supervisors. Spirituality takes on an important role in Indian management style. Employees often feel difficult to select from culture of the organization where they work and their own religious beliefs. For this reason, it's very often that people resign their job and start their own business that allows these to live predicated on their own spiritual values.

Kumar et al. (2005) describes that the professionals in Indian organizations often screen emotionality in decision making. The individualism and collectivism will go hand-in-hand in Indian management style. Individualism identifies more importance to a person goal whereas collectivism identifies high importance to objectives of a group.

It is often seen that spirituality works as an essential function of the management style in which affect of the culture is more prominent. Pawar (2009) defined a romance between individual spirituality, work area spirituality and work attitudes. Person spirituality injects into the workplace spirituality which affects the determination and involvement of a person towards business ethics. Pawar (2009) described this in figure 1. 8.

Individual Spirituality

Workplace Spirituality

Meaning in work

Community at work

Positive organizational purpose

Positive Work Attitudes

Job satisfaction

Job involvement

Organizational commitment

Figure 1. 8: Aftereffect of Specific Spirituality and Workplace Spirituality on Work Behaviour [Pawar (2009)]

However, Indian Management Style has been stirring towards European management styles. In this process, difference in business practices and ethnic values are some of the key problems which are faced by Indian management style. Kumar et al. (2005) considered an example to clarify this in detail, a subsidairy of Southern Korean organization in India. The analysis says that their staff receive targets that they should achieve on regular basis. Employees are also expected to raise their performance constantly. This implies that there's a transfer from people-centric culture of Indian management style towards work-centric methodology of traditional western management style. Clark et al. (2000) defined the emphasis of HRM in seven European countries.

In the last part of the section, we discuss advantages and disadvantages of the use of Comparative/Integrative human relationships, Business Ethics and Religious/Cultural ideals to HRM practice.

Figure 1. 10 explains advantages and drawbacks of the applications of Comparative and Integrative People Relationships to HRM practice.



Provides an overview of cultural differences at both organizational level and national level

Both Comparative HRM and Integrative HRM procedure only give a theoretical framework and will not provide a solution-based framework

Provides a measure of variety level at both organizational level as well as national level

Major challenges towards implementation are

Globalizing world

Robust transfer mechanism

More effect of personal values

Provides ethnic relativity between HRM model, ideas and practices

Both Comparative HRM and Integrative HRM approach are very costly to implement

Provides global point of view and aid centralization of work

Existing dependence of HRM routines on the regulations governed at national level

Provides the set of shortcomings in term of ethnical issues and institutional issues

Marginalize the collective measure of many other aspects between an employee and the organization

Helps the business in standardization and international learning

Cultural and Institutional issues appear during communication across nations

Figure 1. 10: Benefits and drawbacks of CHRM/IHRM on HRM Practices

Figure 1. 11 describes advantages and disadvantages of the applications of Business Ethics and Religious/Cultural ideals to HRM practice.



Improves the participation and contribution of an employee at the organization

Individual spirituality impacts the office spirituality

Helps the organization to improve output in line with high job satisfaction

Difficult to control the variety in cultural values across organization

Facilitate the improvement of Personnel Management practices

Difference running a business ethics and personal ethics leads to greater issues in work group design

Provides ethnic relativity between HRM tactics and aid international culture

HRM practices need constant adjustment on regular basis

Figure 1. 11: Benefits and drawbacks of Business Ethics & Spiritual/Cultural prices on HRM Practices


According to Stashevsky et al. (2006), leadership styles in which leaders have got "intellectual excitement, individualized factor and inspirational drive" to be provided to the followers is known as "Transformational Leadership". The word Leadership is definitely coupled with proper human reference management (SHRM). Leadership is one of the key managerial traits used in order to comprehend SHRM. For the business to adopt resource-based strategic people resource management, one of the vital constraints required is competencies related to leadership. Generally, within an organizational context, this is of managerial control reflects a process in which a person exhibits influence upon others. However, there's a difference between a innovator and a supervisor. Bratton et al. (2007) also described that the representation of the fact "leaders build a vision whereas managers develop plans" clarifies the difference.

The study shows that the command style adopted in traditional western culture is more inspired by repressive nature of the components which constitutes leadership. Alternatively, non-western culture employs the authority shown by the autocratic dynamics of control components. Many individuals/employees in non-western management style have emerged to accept inappropriate orders as 1) they are not willing to struggle their supervisors and 2) showing respect with their superiors.

HRM practices within an company confront many problems due to the affect of spirituality and difference in ethnic values. You will find benefits and drawbacks in integrating spiritual/cultural worth to HRM tactics. Comparative HRM and Integrative HRM provides a measure of HRM practices at both organizational and nationwide level. Difference in personal prices affects the work group design within an organization. Employees management which facilitates work group management helps the business to minimize the effect of personal worth by means of considering the security of personal information, counselling and standards on job. The following are the key issues experienced by work group management because of the difference in personal prices in a group.

Greater conflicts

Poor performance

Low job satisfaction

Traditional practice of HRM or personnel management concentrates mainly on a person and will be offering marginalization of varied other aspects between a person and the organization. Due to globalization, it is not feesible to negate the fact that business keeps growing in borderless world and distinctions in cultural worth are bound to occur. You will discover concerns if the organization concentrates on spiritual/cultural principles more than business ethics, there are issues if the organization block out the reality of ethnic and institutional distinctions.

Universal HRM is the key to success.

Universal HRM refer to the process of defining high-level HRM models, theories and routines at both organizational level and national level to be able to provide the firm with highly determined workforce and higher productivity. Irrespective of cultural, institutional and different diversities, General HRM allows the business to accomplish their business goals better. After learning and analyzing the HRM tactics used in both american and non-western management style, Common HRM is considered to be the "Best-Practice".

In addition, Jackson (2002) also suggested a multicultural model, which insist upon the practice of 'people from different ethnic background working together' as part of the international learning. Multicultural model provide more emphasis to thought of difference in social worth among employees employed in an organization instead of overriding them.

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