the cultural context of ihrm

1 of 27 Cha

pter

2

For use with International Human Resource Management 6eBy Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr.

ISBN-10: 1408032090© Cengage Learning

THE CULTURAL CONTEXT OF IHRM

Chapter 2

2 of 27 Cha

pter

2



Click on an item to go to its section.

Click on the book cover below to return to this table of contents.

STARTT

AB

LE

OF

CO

NT

EN

TS

Chapter 2

Vocabulary Objectives Definitions of culture Intro to cross-cultural management research The Hofstede study The GLOBE study The Trompenaars & Hampden-Turner study Hall & Hall’s cultural dimensions The development of cultures

THE CULTURALCONTEXT OF IHRM

3 of 27 Cha

pter

2



Culture as defined by: Kluckhohn & Kroeber, Hansen, Schein artefacts, values, underlying assumptions cross-cultural management Hofstede:

power distance, uncertainty avoidance, femininity vs. masculinity, individualism vs. collectivism, long-term orientationConfucianism, Confucianism dynamics

GLOBE:ingroup, in-group collectivism vs. institutional collectivismorganizational culture, national culture, gender egalitarianism,assertiveness, performance orientation, humane orientation

Trompenaars, & Hampden-Turner:universalism vs. particularism, communitarianism, neutral vs. emotional, diffuse vs. specific, ascriptive vs. achievement,sequential vs. synchronic time, internal vs. external control

Hall & Hall:high vs. low context, spatial orientation,polychrome vs. monochrome time

Vocabulary

4 of 27 Cha

pter

2



Learn these key findings and themes:

1. Definitions of culture

2. Cultural concepts

3. Results of various intercultural mgmt. studies:Hofstede, GLOBE, Trompenaars, & others

4. Reflections on cross-cultural mgmt. research

5. Development of cultures

Objectives

5 of 27 Cha

pter

2



Definitions of culture

6 of 27 Cha

pter

2



Kluckhohn & Kroeber def. of culture Thinking Feeling Reacting

acquired & transmitted mainly by symbols,constituting the distinctive achievements of human groups, including their embodiments in artefacts;

Theessentialcore ofculture

consists of

traditional ideas &their attached values

Culture consists in patterned ways of

7 of 27 Cha

pter

2



Hansen’s 4 elements of culture:

Standardization of 1. Communication2. Thought3. Feeling4. Behavior

8 of 27 Cha

pter

2



Schein’s concept of cultureA culture has 3 levels:

1. Artefacts - visible2. Values – intermediate level of consciousness3. Underlying assumptions – invisible,

unconscious

9 of 27 Cha

pter

2



Schein’s 6 underlying assumptions1. Nature of reality & truth2. Time dimension3. Effect of spatial proximity & distance4. Nature of being human5. Type of human activity6. Nature of human relationships

10 of 27 Cha

pter

2



Intro to cross-cultural mgmt. research

11 of 27 Cha

pter

2



Goals of cross-cultural mgmt. studies Describe Compare

Explain & improve interaction between employees, customers, suppliers or business in different countries & cultures

organizational behaviorbetween countries & cultures

12 of 27 Cha

pter

2



The Hofstede study

13 of 27 Cha

pter

2



Hofstede’s 5 culture dimensions1. Power distance2. Uncertainty avoidance3. Femininity vs. masculinity4. Individualism vs. collectivism5. Confucianism or long-term orientation

14 of 27 Cha

pter

2



Long-term cultures characterized by: Great endurance, persistence in pursuing goals Position of ranking based on status Adaptation of traditions to modern conditions Respect of social & status obligations within limits High savings rates & high investment activity Readiness to subordinate oneself to a purpose The feeling of shame

15 of 27 Cha

pter

2



Short-term cultures characterized by: Personal candor & stability Avoiding loss of face Respect of social & status obligations without

consideration of costs Low savings rates & low investment activity Expectations of quick profit Respect for traditions Greetings, presents & courtesies based on

reciprocity

16 of 27 Cha

pter

2



Hofstede study: Power distance & individualism vs. collectivismFigure 2.1

17 of 27 Cha

pter

2



Impact of the cultural context on HRM practicesTable 2.1

Cha

pter

2

18 of 27 Cha

pter

2



Future Hofstede-style research issues Realization of cross-level studies

Consider groups, organizations, & country levels

Inclusion of cross-cultural differencesConsider intracultural variance

Inclusion of theoretically relevant moderatorsConsider sex, class affiliation, etc.

Interaction between variables

19 of 27 Cha

pter

2



The GLOBE study

20 of 27 Cha

pter

2



The GLOBE study questions Are there leadership behaviors, attributes & org. practices

effective across all cultures? Are there leadership behaviors, attributes & org. practices

effective in some cultures only? How much do leadership attributes affect the effectiveness

of specific leadership behavior & its acceptance by subordinates?

How much do behaviors & attributes in specific cultures influence the well-being of members in the researched societies?

What is the relationship between these socio-culturalvariables & an international competitive capacityof the various sample societies?

21 of 27 Cha

pter

2



GLOBE’s 8 culture dimensions1. Institutional collectivism2. In-group collectivism3. Uncertainty avoidance4. Power distance5. Gender egalitarianism6. Assertiveness7. Performance orientation8. Humane orientation

22 of 27 Cha

pter

2



The Trompenaars & Hampden-Turner study

23 of 27 Cha

pter

2


ISBN-10: 1408032090© Cengage Learning C

hapt

er 2

7 dimensions of Trompenaars & H-T studyaRelationshipsbetweenpeople

1. Universalism vs. particularism2. Individualism vs.

communitarianism3. Emotional vs. neutral4. Specific vs. diffuse5. Ascription vs. achievement

Concept of time 6. Sequential vs. synchronicconcept of time

Concept of nature 7. Internal vs. external control

24 of 27 Cha

pter

2



Hall & Hall’s cultural dimensions

25 of 27 Cha

pter

2



Hall & Hall’s 4 dimensions1. High vs. low context communication2. Spatial orientation

actual distance between people when communicating

3. Monochrome vs. polychrome timesequential processes vs. parallel actions

4. Information speedhigh or low information flow during communication

26 of 27 Cha

pter

2



The development of cultures

27 of 27 Cha

pter

2



Cultures changeThere is increasing1. International connectedness2. Global economy coordination3. Harmonization of laws & regulations4. Migration

Cultures are not confined to given territories.This means new challenges for HRM.

How resistant are cultures to change? Generation Y are fast, self-organized & absorbed learners

with distinct work-life balance preferences Entire society workforces are aging

the cultural context of ihrm

Documents

eby peter

marion festing

cengage learninglearn

cengage learningchapter

cengage learninghansens

cengage learningintro

national culture

elements of culture