Abstract
Globalization represents the structural making of the world characterized by the free flow of technology and human resources across national boundaries as well as the spread of Information Technology and mass media presenting an everchanging and competitive business environment.The article deals with the practical consequences of globalization for human resource management (HRM). Globalization makes national culture an increasingly strategic issue that has to be faced and properly managed. The problem is the balancing of the global trends in human resource management with the influence of national culture because many aspects of HRM are affected by differences in national culture. The article analyses the major challenges arising from globalization and affecting human resource management practices in the 21st century in selected industrialized countries (United Kingdom, France, USA, Japan) and Lithuania as a new member of the EU.The general aim of the article is to analyse the problem of balancing seemingly opposing forces (globalization and the influence of national culture) and to identify trends in HRM across five countries: United Kingdom, France, USA, Japan and Lithuania.
Highlights
The object of the study is consequences of globalization for managing human resources across selected cultures
In today's global economy, the extent to which human resource management (HRM) activities are successful across cultures will largely depend on the manager's abilities to understand and balance other cultures' values and practice as regards such things as the importance of work, how power and status are conferred, the perceived value and other fundamental differences in how people from different cultures view the world
The multinational companies (MNCs) and other international organizations face the challenge: what kind of a new form of "glue" helps to manage HR worldwide? The idea emerging from organizational behaviour literature in recent years will help to find the answer
Summary
The object of the study is consequences of globalization for managing human resources across selected cultures. In today's global economy, the extent to which HRM activities are successful across cultures will largely depend on the manager's abilities to understand and balance other cultures' values and practice as regards such things as the importance of work, how power and status are conferred, the perceived value and other fundamental differences in how people from different cultures view the world. The goal of the article is to investigate global and national (on the basis of several industrialized economies and Lithuania) trends in HRM. / Does the increasing global competition make HRM less differentiated (on the example of selected countries)?. / What are the HRM trends in Lithuanian companies? The primary data from Lithuanian companies were collected. Other data were derived from printed papers, books and statistics
Sign-in/Register to view highlights & summary Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
