“Human resource professionals are often treated as if they were the lowest form of managerial life” (E.P. Lazear, 1998). Usually, personnel skills are perceived as too soft and are thus not valued as an essential tool for managing a company efficiently. Moreover, personnel people had to get used to receive little respect from their colleagues in the last century. Human resource managers were viewed as the “company police”, who created unnecessary stepping-stones for others. This impression has reasoning. Until recently, there existed no systematic guide, on which human resource decisions could be based. In fact, personnel matters were regarded as too soft and too human to be treated rigorously. One of the main reasons is the fact that in the past as well as today most managers are technical experts. Sequentially, this led to the conclusion that human resource management indeed does not matter. However, today’s managers perceive human resource management as an important tool in order to run a company smoothly, effectively and cost-efficient. Indeed, human resource management determines how the company’s resources are managed. Human resource planning is essential in order to ensure that an organization’s human resources are capable of meeting the firm’s operational objectives. Thus, the following problem statement arises: Does the way of managing human resources diverge in different cultures and institutions?
In the following paper, the relative importance of human resource management between different cultures will be evaluated. Special attention will be given to the Czech Republic, Asia und the public service sector in the USA. First, a general definition of human resource management will be provided heavily influenced by U.S.-originating thoughts. Afterwards, the different cultures with respect to personnel matters will be explained and compared. Of special importance are the areas assessing, hiring and training of new employees. Finally, a conclusion will be provided, including an answer to the above stated question.
Table of Contents
1. INTRODUCTION
2. A GENERAL DEFINITION
3. THE CZECH REPUBLIC
3.1 HUMAN RESOURCE MANAGEMENT
3.2 EMPLOYEE ASSESSMENT
3.3 RECRUITMENT
3.4 TRAINING
4. ASIA
5. THE PUBLIC SERVICE
5.1 HUMAN RESOURCE PLANNING
5.1.1. ASSESSMENT OF NEW EMPLOYEES
5.1.2. ASSESSING EXISTING HUMAN RESOURCE CAPACITY
5.2 RECRUITMENT
5.3 PERFORMANCE MANAGEMENT AND TRAINING
6. COMPARISON
7. CONCLUSION
Objectives and Topics
This paper aims to evaluate the relative importance and application of human resource management practices across different cultural and organizational contexts. It explores how management approaches diverge between the Czech Republic, Asia, and the U.S. public service sector, specifically investigating how these differences affect organizational efficiency and employee management.
- The role and perceived importance of Human Resource Management in diverse cultures.
- Comparative analysis of recruitment and hiring practices.
- Methods and challenges of employee assessment and performance evaluation.
- The impact of training systems on organizational success.
- The influence of economic conditions and government intervention on personnel management.
Excerpt from the Book
3.2 EMPLOYEE ASSESSMENT
In general, human resource management covers many aspects. Aspects, if applied efficiently, which should improve a company’s functioning and lead to a healthy and fluently operating business. Human resource management is not only an administrative act, but also contains the use of extrinsic motivational factors such as employee motivation programs, performance evaluations and financial reward systems. A combination of several of those stimulators can, under certain circumstances, lead to a competitive advantage. Nevertheless, each evaluation and reward program must be taken seriously and be supported by the top management. In the Czech Republic instead, superiors rarely link employee evaluations to a company’s systematic judgment. The assessment of subordinate’s behavior is rather biased, indirectly through the personal influence and subjective measures of managers. Furthermore, evaluations of subordinates are not linked to non-financial motivational programs. In here, one recognizes the realization of one of the “six myths about compensation” developed by J. Pfeffer (1998). Pfeffer states that people do not work for money but for a meaning in their lives. Thus, the company will pay the price of ignoring non-financial rewards, such as social care, in a lack of loyalty and commitment. The only form of stimulation in use in the Czech Republic is financial remuneration. One disadvantage of financial remuneration is, that it rarely influences employee behavior as it is mostly not suitably designed or often based as a rule only on a fixed wage. Moreover, rewarding certain behaviors based on financial means leads to the so-called “rigid bureaucratic behavior” (N. Gupta, 1998). This phenomenon “reflects a tendency for people to follow the reward system strictly, doing those and only those things that are rewarded” (N. Gupta, 1998). Thus, the efficient functioning of employees in the interest of the organization is not supported.
Summary of Chapters
1. INTRODUCTION: Introduces the historical view of human resource management and states the research question regarding how personnel management diverges across different cultures and institutions.
2. A GENERAL DEFINITION: Defines the core pillars of human resource management, including recruitment, turnover management, downsizing, and employee motivation.
3. THE CZECH REPUBLIC: Examines how human resource management is perceived as an administrative burden rather than a strategic tool in Czech firms.
4. ASIA: Discusses the historical neglect of human resource management in Asian firms, noting the influence of family-controlled businesses and government staffing intervention.
5. THE PUBLIC SERVICE: Analyzes the structured approach to human resource planning, recruitment, and performance management within the U.S. public service sector.
6. COMPARISON: Contrasts the findings from the Czech Republic, Asia, and the U.S., highlighting how competition levels drive the adoption of more effective management practices.
7. CONCLUSION: Summarizes that human resource management is not handled identically globally and emphasizes the need for further professionalization in identified regions.
Keywords
Human Resource Management, Czech Republic, Asia, Public Service, Recruitment, Employee Assessment, Performance Management, Cultural Differences, Organizational Behavior, Training, Financial Incentives, Soft Skills, Strategic Management, Personnel, Motivation.
Frequently Asked Questions
What is the core focus of this research paper?
The paper focuses on evaluating the importance and application of human resource management (HRM) practices across different global regions, specifically comparing the Czech Republic, Asia, and the U.S. public sector.
What are the primary thematic areas covered?
The main themes include recruitment, the assessment of employee performance, training programs, and the overall strategic value of managing human resources within an organization.
What is the main objective of the study?
The primary goal is to answer the problem statement: "Does the way of managing human resources diverge in different cultures and institutions?"
Which methodology is employed in this work?
The paper uses a comparative qualitative analysis, evaluating existing practices and theories to contrast management styles across the selected regions.
What content is discussed in the main body?
The main body examines country-specific approaches to HRM, identifies the common challenges in assessing and training employees, and contrasts these with the highly regulated practices found in the U.S. public sector.
Which keywords characterize this work?
Key terms include Human Resource Management, Organizational Behavior, Recruitment, Performance Management, Cultural Differences, and Strategic Management.
How does the Czech approach to performance assessment differ from effective standards?
In the Czech Republic, assessment is often biased and relies almost exclusively on financial remuneration, ignoring non-financial motivational factors and leading to "rigid bureaucratic behavior."
What impact did the "bubble economy" have on HRM in Asia?
The bubble economy created an environment where rapid growth often made investments in human resource development feel wasted, as workers frequently left for higher pay, eventually leading to a realization of the need for better retention and management strategies.
- Quote paper
- Antje Artmann (Author), 2002, Cultural Differences in Human Resource Management, Munich, GRIN Verlag, https://www.grin.com/document/4534
