Cross-cultural Human Resource Management Research Articles

Cross-cultural Human Resource Management in India: Challenges, Adaptation, and Emerging Trends

This paper examines the transformative impact of cross-cultural HR practices in Indian organizations, focusing on the challenges and opportunities presented by cultural diversity. It explores how cultural differences influence organizational performance, employee adaptation, and HR effectiveness. Through literature review, the study identifies key factors affecting cross-cultural adaptation, including communication barriers, varying work ethics, and leadership expectations. The findings show that while cultural diversity fosters creativity and innovation, it also brings challenges such as conflict, miscommunication, and higher turnover. The study also addresses emerging HRM trends, such as the need for tailored recruitment strategies and multichannel hiring approaches. Practical recommendations for HR professionals include developing inclusive training programs, promoting a diverse work environment, and employing various recruitment channels. This research provides valuable insights for managing cross-cultural dynamics and emphasizes the strategic importance of embracing diversity for organizational success.

Social Sustainability: Challenges and Opportunities (WITHDRAWN)

The purpose of this study is to examine individual responses to gender inequality in organizational settings. In this process, we consider different perspectives and conceptualizations. To accomplish this goal, we analyze interviews of female leaders from different countries around the world. Results reveal how female leaders respond to unequal treatment. We discuss implications of our findings for theory and practice. In particular, we consider the role of responses to gender inequality in theories of cross cultural human resource management and propose opportunities for leadership development.

Cross-Cultural Project on Human Resource Management: An Overview

The globalization of business is increasing rapidly and the workforce is becoming multicultural increasingly. Global workforces are managing has increased pressure on human resource managers to identify and adapt to cultural differences, if it is ignored, it might result in cross-cultural misunderstandings. The international project cannot achieve its goal without human resources, and talented people who do the best can do in the right position give wings to the company in the international competition. The aim of this study is to get a clear concept of cross-cultural human resource management and to know how to manage the harmonious working relationship between expatriates and local employees by analyzing problems consist of the concept of cross-cultural human resource management. Problems exist between expatriates and local employees, and how to manage cross-cultural human resource management.

Examining cross-cultural compatibility of high performance work practices

This paper examines the relationship between high performance work practices (HPWPs) and cross-cultural dimensions to debate the effectiveness of HPWPs in cross-cultural settings. Using systematic review, 140 articles were identified on HPWPs and cross-cultural human resource management. Synthesizing the two literature areas results in four key findings. Many HR practices labelled as HPWPs are affected by national cultural dimensions. Also, several practices labelled as HPWPs have not been a part of the cross-cultural HR literature, and that limited studies in both area focus on the impact of cultural compatibility on outcomes. Finally, a few selected cultural dimensions have dominated the cross-cultural HR literature. Thus, more work is needed to: understand the role of national culture on effectiveness of HPWPs; increase coverage of HPWPs in the cross-cultural HR literature; understand the impact of cultural compatibility of HR practices and HPWPs on outcomes; and, incorporate additional cultural dimensions in future work.

Cross-Cultural Employee Motivation in International Companies

Nowadays, more and more employees come from different countries and regions in international companies and how to effectively motivate these employees becomes a very important issue. This study combines a lot of existing research results with the actual business operation situations. For cross-cultural employees, elaborating on influencing factors and mechanism design of the motivation in detail from significance of work, hierarchy of needs, and dichotomy of internal and external factors as well as the reward and punishment mechanism. It finds that the most fitting motivation methods are different for employees under different cultural backgrounds and provides some references and suggestions for cross-cultural human resource management in international companies.

The effects of corporate social responsibility on employees' affective commitment: A cross-cultural investigation.

This study investigated the moderating effects of several Global Leadership and Organizational Behavior Effectiveness (GLOBE) cultural value dimensions on the relationship between employees' perceptions of their organization's social responsibility and their affective organizational commitment. Based on data from a sample of 1,084 employees from 17 countries, results showed that perceived corporate social responsibility (CSR) was positively related to employees' affective commitment (AC), after controlling for individual job satisfaction and gender as well as for nation-level differences in unemployment rates. In addition, several GLOBE value dimensions moderated the effects of CSR on AC. In particular, perceptions of CSR were more positively related to AC in cultures higher in humane orientation, institutional collectivism, ingroup collectivism, and future orientation and in cultures lower in power distance. Implications for future CSR research and cross-cultural human resources management are discussed.

Age diversity and firm performance in an emerging economy: Implications for cross‐cultural human resource management

AbstractThis study tests the effect of age diversity on firm performance among international firms. Based on the resource‐based view of the firm, it argues that age diversity among employees will influence firm performance. Moreover, it argues that two contextual variables—a firm's level of market diversification and its country of origin—influence the relationship between age diversity and firm performance. By testing relevant hypotheses in a major emerging economy, that is, the People's Republic of China, this study finds a significant and positive effect of age diversity and a significant interactive effect between age diversity and firm strategy on profitability. We also find a significant relationship between age diversity and firm profitability for firms from Western societies, but not for firms from East Asian societies. The paper concludes by discussing the implications of this study's findings. © 2011 Wiley Periodicals, Inc.

The impact of workgroup commitment on organizational citizenship behaviour, absenteeism and turnover intention: the case of Germany and China

In Western cultures, high correlations have been found between commitment, turnover and performance. While most studies only consider organizational commitment, this study compares the influence of commitment to the workgroup on relevant outcomes (organizational citizenship behaviour, absenteeism, turnover intention) in different cultural contexts. Data were collected from German and Chinese employees. As expected, results indicate that workgroup commitment is more predictive in a collectivistic than in an individualistic context. Moreover, the relationships between components and foci of commitment were stronger in a collectivistic context. The results are discussed in the light of cross-cultural human resources management issues.