Page 273 - DMGT548_GLOBAL_HRM

Global HRM

Notes mindset transaction in work organisations, has been significantly impacted by the forces of
globalisation. Indeed, Chatterjee and Pearson (2000) argued, with supporting empirical evidence
from 421 senior level Indian managers, that many of the traditional Indian values (respect for
seniority, status and group affiliation) have been complemented by newer areas of attention
that are more usually linked to globalisation, such as work quality, customer service and
innovation. The most important work related attribute of the study was the opportunity to learn
new things at work. Such cross verging trends need to be understood more widely as practitioners
face a new reality of human resource development of post industrial economic organisations.
The other three spheres, of Figure 14.1, namely the emotional, the socio cultural and the
managerial domains are undergoing, similar profound changes. For instance, the socio cultural
sphere confronts the dialects of the national macro level reform agenda as well as the challenge
of innovating by addressing the hygiene and motivational features of the work place.
Consequently, this sphere has the opportunity to leverage work setting creativity in dimensions
of autonomy, empowerment, multi-skilling and various types of job design. And the emotional
sphere, which focuses on creativity and innovation to encapsulate the notions of workplace
commitment and collaboration as well as favourable teamwork, brings desirable behavioural
elements of transparency and integrity into organisational procedures and practices. The
managerial sphere provides the mechanisms for shifting mindsets, for in Indian
organisations HRM is viewed to be closely aligned with managerial technical competency.
Thus, understanding of the relativity of HRM to strategic intended organisational performance
is less well articulated in Indian firms. The current emphasis of reconfiguring cadres (voluntary
and non-voluntary redundancy schemes), downsizing, delayering and similar arrangements
will become less relevant as holistic perspectives gain ground. A hallmark of future Indian
workplaces is likely to be a dominant emphasis on managerial training, structural redesign and
reframing of institutional architectures to achieve enterprise excellence. Thus, a primary role of
Indian managers will be to forge new employment and industrial relationships through
purposeful HRM policies and practices.

Task You are the HR manager at UK based firm. Analyse the strategies you will use to
get the work done from the people.

Self Assessment

State whether the following statements are true or false:

11. Indian managers are least responsive to the human and bureaucratic consequences of their
actions.
12. In Indian culture, handshakes are acceptable but the most prevalent way of greeting is by
handshake.
13. American managers are very individualistic and they value individual rewards and decision
over group performance.
14. American managers have relatively high power distance.
15. Seniority-based promotion and salary system is a main feature of the Japanese Human
Resource management.
16. People of UK value personal psychological privacy.
17. Chinese believe in individualism and strong avoidance of uncertainty.

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