The role of human resource management: an exploratory study of cross-country variance

✍ Scribed by David E. Bowen; Carmen Galang; Rajnandini Pillai

• Publisher: John Wiley and Sons
• Year: 2002
• Tongue: English
• Weight: 152 KB
• Volume: 41
• Category: Article
• ISSN: 0090-4848
• DOI: 10.1002/hrm.10022

✦ Synopsis

Abstract

We explore how the role of Human Resource Management (HRM) varies across countries on two
dimensions. One is how the status of HRM departments may vary (e.g., perceptions of its importance and
involvement). Second is whether there is cross‐country strategic HRM (SHRM) in terms of
the conventional contingency approach (linking HRM practices to strategy), as well as a
resource‐based view of the firm (e.g., developing “organizational capability” as
competitive advantage). Results included significant differences in HRM status across countries;
significant correlations between status and “organizational capability”; and in Asian
countries, a slight tendency for HRM practices to be linked more to a “differentiation” strategy,
whereas, in Anglo countries, a strong linkage between HRM practices and “organizational capability.”
© 2002 Wiley Periodicals, Inc.