1. Cross-Cultural Approaches in HRM
Lecture 6

2. HRM in cultural context
For multinational corporations
Global standardization vs. local competition
Transition in the HRM approach:
globalization glocalization localization
For multicultural domestic organizations
Diversity management; “unity through diversity”
Domestic organizations in transitioning economies
Adaptation of ‘US’ HRM philosophies and practices to local cultural identity
Change of organizational culture

3. The following are the type of questions in job application forms or interviews asked
by the majority of organizations in a particular country.
Can you guess the cultural characteristics of the country?
Applicant’s mother’s and father’s occupation.
Marital status of the applicant.
Marital status of the mother and father of the applicant
(e.g., whether or not they are separated).
Occupation of the spouse.
Number of siblings.
Applicant’s order of birth.
Intention to get married and have children.
Names of schools attended starting with the primary school.
Membership to social clubs; hobbies.
Books most recently read.
Photo of the applicant.

4. National & Organizational Cultures
SMEs, family-owned MNCs, large organizations, organizations, manufacturing IT, service
Relationship Performance oriented oriented Hierarchical, Egalitarian, centralized participative Inflexible; change Flexible; change & risk aversive & risk seeker

5. Relationship Orientation Performance Orientation
Cultural Characteristics & HRM Practices
(Aycan, 2005)
Relationship Orientation
Performance Orientation
1. Individualism vs. Collectivism
Collectivism Individualism
2. Performance orientation
Low High
Turkey
Turkey
3. Attitudes towards work
Work to live Live to work
Turkey
4. Attitudes towards rules
Particularism Universalism
Turkey

6. 5. Nature of work relationships Emotional Contractual
Turkey
6. Attitudes towards criticisms
Negative Positive
Turkey
7. Communication style
Indirect, subtle Direct, assertive
Turkey
8. Interpersonal conflict management
Avoidance Third-party involvement Confrontation
Turkey

7. Relationship orientation Performance orientation
Preference for internal or network-based recruitment.
Preference for formal, structured and widespread use of recruitment channels
Criteria in recruitment, selection, and performance appraisal emphasize maintaining good interpersonal relationships and work in harmony with others.
Criteria in recruitment, selection, and performance appraisal emphasize job-related knowledge and technical competencies
Subjective evaluations in recruitment, selection, and performance appraisal; indirect, subtle and non-confrontational feedback.
Objective and systematic evaluations in recruitment, selection, and performance appraisal; direct and explicit feedback.
Criteria used career planning, compensation and reward management emphasize loyalty.
Criteria used in career planning, compensation and reward management emphasize performance outcomes and merit.
Strong emphasis on employee welfare programs and intrinsic rewards
Awards, recognition, and bonuses for good performance

8. Egalitarian, participative Hierarchical, Centralized
1. Societal & Organizational Structure (Power Distance)
Hierarchical Egalitarian
Turkey
2. Decision making process
Centralized Consultative Participative
Turkey
3. Attitudes towards rules
Particularism Universalism
Turkey
4. Most common leadership Style
Autoritarian Paternalistic Participative
Turkey

9. Hierarchical, centralized Egalitarian, participative
Differential criteria used in recruitment, selection and performance appraisal.
Uniform criteria and methods used in recruitment, selection and performance appraisal
Criteria used in recruitment, selection, performance appraisal, compensation and reward management emphasize good interpersonal relationships with management, social class, seniority, and age.
Criteria used in recruitment, selection, performance appraisal, compensation and reward management emphasize job-related competencies and merit. Equal employment opportunity is encouraged.
Top-down performance appraisal
Multiple assessors and multiple criteria in performance appraisal
Non-participative decision making in training need assessment, job analysis, and human resource and career planning
Participative decision making in training need assessment, job analysis, and human resource and career planning
One-way lecturing; role-modeling of superiors.
Participative, interactive training.

10. Inflexible, change & risk aversive Flexible, change & risk seeker
1. Fatalism
High Low
Turkey
2. Planning
Past-oriented Present-oriented Future-oriented
/ reactive / proactive
Turkey
3. Attitudes towards change
Negative Neutral Positive
Turkey
4. Perception of human nature
Suspicious & stable Trustworthy & malleable
Turkey

11. Inflexibility; risk and
change aversive
Flexible, risk and
change seeker
Preference for internal or network-based recruitment
Preference for external recruitment
Detailed, narrowly defined, fixed job desciptions
Broad, flexible, dynamic job descriptions
Process-oriented performance evaluation (intention, effort, motivation to do the job)
Results-oriented performance evaluation
Low emphasis on training and development
Strong emphasis on training and development
Low performance-reward contingency
High performance-reward contingency
Preference for fixed pay and employee security plans.
Equity principle in compensation and reward management; individual bonuses / commissions.