Page 267 - DMGT548_GLOBAL_HRM

Global HRM

Notes Cognitive Modality: The Poles and Lithuanians and German learners show the greatest
preference for decision making through logical processes, with the learners from France, Britain
and Taiwan being the most subjective in their approaches to making decisions.

Behaviour Modality: The learners from Poland and Taiwan show the greatest preference for an
instructor-directed approach, with the Germans and Lithuanians the least so. The French have
the least preference for self-initiated learning, with the Germans and then British preferring a
self-initiated approach.

Did u know? Cultural cringe is an internalised inferiority complex which causes people in
a country to dismiss their own culture as inferior to the cultures of other countries. It is
related to the concept of colonial mentality, It can also be manifested in individuals in the
form of ‘Cultural alienation’. In many cases, cultural cringe, or an equivalent term, is an
accusation made by a fellow-national, who decries the inferiority complex and asserts the
merits of the national culture.
Self Assessment

Fill in the blanks:
8. It is common practice in ……… projects to have formal authority shared by two people
one from each country.

9. For cultural ……… to take place, managers of both sides need to understand the culture of
the other, analysing the different patterns that make up that culture.
10. The success of a project depends as much on the project ……… leader as on the dynamics
of the ……… team.

14.3 HRM Practices in India and Other Nations

Human Resource is the most important asset for any organisation and it is the source of achieving
competitive advantage. Managing human resources is very challenging as compared to managing
technology or capital and for its effective management, organisation requires effective HRM
system. HRM system should be backed up by sound HRM practices. HRM practices refer to
organisational activities directed at managing the pool of human resources and ensuring that
the resources are employed towards the fulfilment of organisational goals.

14.3.1 Human Resource Practices in India

Indian managers are more responsive to the human and bureaucratic consequences of their
actions. They are more influenced by positions and approaches which utilise philosophical and
moral justifications. They are more responsive to internal reward and controls. Because India
has a larger proportion of moralistic managers, change in managers is likely to be slower and
more difficult. Indian managers, at both middle and senior levels in organisations, possesses a
belief in group-based, participative decision-making, but have little faith in the capacity of
workers for taking initiative and responsibility. Indian managers favour labour and government
intervention in the affairs of the organisation. Middle-level managers in India espouse a greater-
belief in change and are less conservative.
In Indian culture, handshakes are acceptable but the most prevalent way of greeting is by
putting both the palms together in front of the chest (namaste). Back slapping and touching are

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