A cross-cultural approach to Human Resource
Cross-cultural human resource management is the harmonious working between the expatriates and the local employees by analyzing their problems as well as their stabilities. It involves a lengthy examination of the employees’ individual characteristics under different circumstances over a period. Similarly, a cross-cultural approach uses the aspect of diversity in human nature and acknowledges the beliefs od all the employees regardless of the existing differences. It also compares and also contrasts communication among the people across the different cultures as well as the impact of this communication. Additionally, the cross-cultural theory explains how existing research relates to the observed phenomena among the employees in an organization.
Cross-cultural management framework, on the other hand, gives the myths systems and the symbols that people have in common in a given society. It also provides the traditions of a community in concern and the overall scope of the cultural norms of a nation. Lastly, a cultural model focuses on the internal structure consisting of the core elements and the peripherals nodes characterized by the default values. The significance of cultural models is that it plays the role of the generation of an individual’s behavior in any given setting. In consideration to International Human Resource Management, the three concepts; theories, models and frameworks, of cross-cultural Human Resource management is discussed as follows;
The theories of Cross-cultural management, as discussed earlier, examine how the management should adopt an inclusive management method that captures the idea of diversity. In other words, the theory encompasses the different races, diverse cultures, and various development stages in business. Consequently, cross-cultural management is the study of management in the context of diverse cultures as well as races and other aspects of identity that are often present. The influence of the culture from society on management is also captured in theory. I application of the theory, it can be deduced that the business managers in the international context, should acknowledge the diversity in people’s culture for better management. However, the employees, on the other end, should also have the same understanding to avoid conflicts between the managers and the employees. Myths of a community can also have an impact on the manager whose position is at the international level; for instance, how people dress in a particular country is not the same as another country. Therefore, a global Human Resource manager should be good enough to know how to handle the differences in the business. Similarly, some people have different believes; for instance, religion matters. A Human Resource manager should show some aspect of equality in religious matters to avoid biasness in the business.
Cross-cultural models, on the other hand, is how the diverse cultures use to interconnect with one another. Linking between the different cultures in the international context is essential, hence the need for a model. In other words, it is the channel through which the employees as well, as the executives use to communicate with each other.
The cross-cultural framework, as discussed earlier, gives an outline of the grounds of the cultural believes, symbols, and specific myths. It provides an overview of the particular aspects in which cultural believes and norms are build. In consideration of the International Human Resource management, it wise for the executives to have an understanding of cultural frameworks of the diverse societies within which their operations are based. With an understanding of the same, it easier to establish and achieve the goals of that particular organization.
From the research above, it is evident that the cross-cultural concept is essential in analyzing international Human Resource management. The concepts help to understand the actual scope of the study as well as the implementation of the acquired skills in the field of business. For some personnel who is among the executives of an international company, they apply the same knowledge when dealing with issues that revolve around the employees of the organization. Similarly, the employees of the same organization should also understand the entire concept of universal cultural diversity on an excellent coexistence between the employees and the mangers of the business. Conversely, an organization that does not acknowledge cultural diversity or has o approaches to such a phenomenon is likely to encounter disagreements progressively. Such disputes can occur between the employees or the executives and the employees.