Do cultural differences influence HRM practices Essay

Do cultural differences influence HRM practices - Essay Example The same extends to the human resource management practices as they were presumed free from external factors and constraints. Earlier research had revolved around one geographical area leaving many gaps in case an organisation went globally. This brought the need for extensive research, which indeed proved that cultural difference influenced human resource practices (Moran, Harris and Moran, 2011). Adapting an organisation’s customary ways of operation is crucial when setting up new institutions in different environments, as it enables the transfer of efficiency and rules into another geographical position. It is also vital to observe the cultural practices carried out in the new place of establishment. With the world increasingly moving towards being a global village, expansion of businesses across borders has been prioritised to ensure maximum profits. They have also realised that the human resource management practices have to be adapted in the cultural settings suitable to the relevant socio-cultural environments rather than imposing their own (Muratbekova-Touron, 2008). What are these cultural practices and how do they influence human resource management practices? Cultural practices are notions, values and premises in a society, established through conditioning throughout people’s lives and help to mark them out from others in a different society (Milikic, 2009). These notions and beliefs play a key role in an individual’s life; therefore, an organisation should be keen on ensuring that they are not overstepped. With the introduction of new members in a group, a culture may undergo some alterations, but some invisible and unconscious components that lie within may not change. Cultural practices differ from one society to another as human resource management practices differ from one organisation to the other (Muratbekova-Touron, 2008). Human resource management practices are described as the activities and decisions, which relate to t he act of managing employees at all tiers in the business enterprise. They are also concerned with the elaborate execution of strategies and schemes aimed towards achieving and maintaining a competitive advantage (Stone and Romero, 2008). As a result, it is essential for organisations to formulate a culture that promotes of appropriate work practices. A few of the human resource management practices include, remuneration systems, recruitment exercises, staff-appraisal systems, and work flexibility arrangements among others (Milikic, 2009). Employees perceive human resource management practices differently due to the separate cultural values and identities. Some employees react differently towards certain practices and the degree to which they commit to their jobs and the organisation relies on the familiarity with the ongoing activities. The training and recruitment of people with diverse cultural interests, backgrounds and nationalities, would be a difficult task especially when lo oking into their cultural differences. However, studies have led to discovery of theories that enable easier analysis (Stone and Romero, 2008). Managers are likely to encounter cultural differences that might hinder effective management frequently, especially in this multicultural worldwide business environment. Studies indicate that successful comparisons between different cultures can be made by testing Hofstede’