Human resource management (HRM) is one of the most globalized business practices where the homogeneity of approaches makes it easy for professionals to fit in any organization worldwide. Prevailing theories and assumptions on HRM best practices distinguish a corporate working environment from another, where culture plays a bigger factor in determining how professional employee management occurs. Having gone through a list of countries and their overall approaches to employee management, the most reliable observation is that human factors, such as people’s specific needs, determine the strategies used to coordinate a workplace. Therefore, this critique elaborates on the role of culture in determining HRM practices, which is also why some countries can have similar managerial models while others use different approaches.
Countries Selection and HRM Features
HRM diversity, multinational organizations’ concentration, and similarities in a region’s culture and values were the key rationales used to select the U.K. and France for analysis. My primary focus was on the similarities and differences in prevailing practices and an analysis of the human factors to corroborate the argument that social paradigms are indispensable when establishing employee interactions in the workplace. Popescu and Kyriakopoulos (2022) argued that a nation’s culture and HRM practices follow similar paths regarding the social aspects and values of human resources. HRM features selection followed considerations for the most common practices and paradigms for promoting workplace diversity and employee inclusion through empowerment.
Connecting Selection to Studies
The established global dynamics of human resource management are easier to analyze and understand using Hofstede’s cultural dimensions theory, a model that builds on behavioral variations in social interactions based on established beliefs. Ayentimi et al. (2018) observed that HRM professionals must balance workforce diversity, resulting from business internationalization, and the host nation’s culture to accommodate as many social variations on human needs as possible. My studies on HRM and international HRM revealed key issues that affect employee management planning based on behavioral orientations, where hierarchy and power dynamics, class relationships, past orientation, and chauvinism determine workplace interactions (Wilkinson & Dundon, 2021). Most HRM concepts in the two countries, such as employment protection, unionization, and conservatism, aligned with the prevailing cultural dimensions of the listed dimensions.
HRM Critical Perspective
It was necessary to adopt the critical perspective of HRM to understand the cultural implications of the variations of core human resource functions. One of the most effective approaches to understanding cultural impacts on HRM is establishing the role of leadership, organizational values, and professional development in determining employee management practices in both countries. Kyove et al. (2021) emphasized critical HRM perspectives, arguing that comprehensive analyses should incorporate the role of good management in promoting employee engagement through motivation and subsequent performance excellence. Moreover, Xiao and Cooke (2022) elaborated that cultural appreciation rates determine employee management policies, especially at national levels. Therefore, a critical HRM perspective on a comparative country study is necessary for establishing how organizations generally relate their practices to national expectations based on cultural dimensions used to generate policies.
Conclusion on International HRM
My conclusion relating to the theory of international HRM and findings on the comparative country study is that employee management homogeneity is practically unachievable, given dissimilar social values that determine foundational paradigms of human interactions. The finding corroborated an initial argument that cultural appreciation, which is hardly consistent across countries, determines employee management policies and subsequent organizational HRM practices. The theory of cultural dimensions is the most reliable approach to understanding why a multinational organization can succeed in France but fail to do so in the U.K. The rationale is that operating laws for employee protection depends on hierarchy, chauvinism, and class relationship as some of the key cultural characteristics.
Ayentimi, D. T., Burgess, J., & Brown, K. (2018). A conceptual framework for international human resource management research in developing economies. Asia Pacific Journal of Human Resources, 56(2), 216-237.
Kyove, J., Streltsova, K., Odibo, U., & Cirella, G. T. (2021). Globalization impact on multinational enterprises. World, 2(2), 216-230. Web.
Popescu, C. R. G., & Kyriakopoulos, G. L. (2022). Strategic human resource management in the 21st-century organizational landscape: Human and intellectual capital as drivers for performance management. COVID-19 Pandemic Impact on New Economy Development and Societal Change, 296-323. Web.
Wilkinson, A. & Dundon, T. (2021). Contemporary human resource management: Text and cases. SAGE Publications. Web.
Xiao, Q., & Cooke, F. L. (2022). Contextualizing employee perceptions of human resource management: A review of China‐based literature and future directions. Asia Pacific Journal of Human Resources, 60(2), 252-282. Web.