Chapter 14 Global Human Resource Management | 633
Table 1
Cultural Clusters Classified on Societal Culture
Practices (As Is) Scores (continued)
Cultural High-Score Mid-Score Clusters Low-Score Cluster-Average
Dimension Clusters Sub-Saharan Africa Clusters Range
In-Group Southern Asia
Middle East Anglo 3.75–5.87
Collectivism Eastern Europe 2.95–3.64
Latin America Latin Europe Germanic Europe
Gender Confucian Asia Nordic Europe 4.54–5.39
Egalitarianism Eastern Europe
Nordic Europe Latin America Middle East 3.56–5.19
Power Distance
Nordic Europe Anglo Nordic Europe
Uncertainty Germanic Europe Latin Europe
Avoidance Sub-Saharan Africa Middle East
Southern Asia Latin America
Confucian Asia Eastern Europe
Germanic Europe
Southern Asia
Latin America
Eastern Europe
Sub-Saharan Africa
Middle East
Latin Europe
Confucian Asia
Anglo
Germanic Europe
Confucian Asia
Anglo
Sub-Saharan Africa
Latin Europe
Southern Asia
Note: Means of high-score clusters are significantly higher (p < 0.05) than the rest, means of low-score clusters are significantly lower
(p < 0.05) than the rest, and means of mid-score clusters are not significantly different from the rest (p > 0.05).
Copyright 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
634 | Part 2 Implementation of Strategic Human Resource Management
worldwide, many of which are acceptable and considered that leader attributes, behavior, status, and influence vary
effective in one country but ineffective in another country. considerably as a result of culturally unique forces in the
For instance, supervisors are expected to have precise countries or regions in which the leaders function.21 But, as
answers to subordinates’ questions in Japan, but less so in the colloquial saying goes “the devil is in the details,” and
the United States. As another example, the effectiveness of current cross-cultural theory is inadequate to clarify and
working alone or in a group is perceived very differently expand on the diverse cultural universals and cultural speci-
around the world; this would certainly influence the quality, fics elucidated in cross-cultural research. Some researchers
aptitude, and fair evaluation of virtual teams found in multi- subscribe to the philosophy that the primary impact of cul-
national organizations.15 An inescapable conclusion is that ture depends on the level of analysis used in the research
acceptable management practices found in one country are program. That is, some view the basic functions of leadership
hardly guaranteed to work in a different country. Titus Loka- as having universal importance and applicability, but the spe-
nanta, for example, is an Indonesian Cantonese holding a cific ways in which leadership functions are enacted are
German passport, managing a Mexican multinational corpo- strongly affected by cultural variation.22 Other researchers,
ration producing Gummy Bears in the Czech Republic.16 including the contributors to this article, question this basic
What management style will he be most comfortable with, assumption, subscribing more to the viewpoint that cultural
and will it be successful with Czech workers and Mexican specifics are real and woe to the leader who ignores them.
CEOs? How does he effectively manage if a conflict evolves
between managing his workers and satisfying his supervisors? Do Required Leadership Qualities Differ
Among Nations?
Should we, however, conclude that cultural differences
are so vast that common management practices among coun- It has been pointed out that managerial leadership differences
tries are the exception rather than the rule and will ever (and similarities) among nations may be the result of the citi-
remain so? Not necessarily. Companies are forced to share zens’ implicit assumptions regarding requisite leadership qual-
information, resources, and training in a global economy. ities.23 According to implicit leadership theory (ILT),
The best business schools educate managers from all over individuals hold a set of beliefs about the kinds of attributes,
the world in the latest management techniques. Using aca- personality characteristics, skills, and behaviors that contribute
demic jargon, the issue of common versus unique business to or impede outstanding leadership. These belief systems, var-
and management practices is framed using contrasting per- iously referred to as prototypes, cognitive categories, mental
spectives embodied in the terms cultural universals versus models, schemas, and stereotypes in the broader social cogni-
cultural specifics. The former are thought to be found from tive literature, are assumed to affect the extent to which an
the process of cultural convergence whereas the latter from individual accepts and responds to others as leaders.24
maintaining cultural divergence. Perhaps not surprisingly,
empirical research supports both views. For example, in GLOBE extended ILT to the cultural level of analysis by
their event management leadership research program Smith arguing that the structure and content of these belief systems
and Peterson found both commonalities and differences will be shared among individuals in common cultures. We
across cultures in the manner by which managers handled refer to this shared cultural level analog of individual implicit
relatively routine events in their work.17 All managers pre- leadership theory (ILT) as culturally endorsed implicit leader-
ferred to rely on their own experience and training if ship theory (CLT). GLOBE empirically identified universally
appointing a new subordinate, relative to other influences perceived leadership attributes that are contributors to or
such as consultation with others or using formal rules and inhibitors of outstanding leadership. Project GLOBE’s leader-
procedures. However, there were major differences in coun- ship questionnaire items consisted of 112 behavioral and
tries in the degree to which managers used formal company attribute descriptors (e.g., “intelligent”) that were hypothe-
rules and procedures in contrast to more informal networks, sized to either facilitate or impede outstanding leadership.
and these differences covary with national cultural values.18 Accompanying each item was a short phrase designed to
As another example, Hazucha and colleagues19 found a good help interpret the item. Items were rated on a 7-point
deal of similarity among European countries regarding the Likert-type scale that ranged from a low of 1 (this behavior
importance of core management competencies for a Euroma- or characteristic greatly inhibits a person from being an out-
nager. Yet there were significant differences among countries standing leader) to a high of 7 (this behavior or characteristic
in the perceived attainment of these skills. Javidan and Carl contributes greatly to a person being an outstanding leader).
have recently shown important similarities and differences Project GLOBE also empirically reduced the huge number of
among Canadian, Taiwanese, and Iranian managers in leadership attributes into a much more understandable, com-
terms of their leadership styles.20 prehensive grouping of 21 primary and then 6 global leader-
ship dimensions. The 6 global leadership dimensions
Should we also expect that leadership processes, like differentiate cultural profiles of desired leadership qualities,
management practices, are similarly influenced by culture? hereafter referred to as a CLT profile. Convincing evidence
The answer is yes; substantial empirical evidence indicates
Copyright 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Chapter 14 Global Human Resource Management | 635
from GLOBE research showed that people within cultural Table 2 presents CLT scores for all 10 clusters. Analysis
groups agree in their beliefs about leadership; these beliefs of Variance (ANOVA) was used to determine if the cultures
are represented by a set of CLT leadership profiles developed and clusters differed with respect to their CLT leadership
for each national culture and cluster of cultures. For detailed profiles. Results indicate that cultures (i.e., 62 societal cul-
descriptions of the statistical processes used to form the 21 tures) and clusters (i.e., 10 groups consisting of the 62 socie-
primary and 6 global leadership dimensions and develop- tal cultures) differed with respect to all six CLT leadership
ment of CLT profiles see House et al.25 Using the six country dimensions (p < .01).
scenarios, in the last half of this paper we will show the range
of leadership responses that should be effective in each cul- Table 3 presents summary comparisons among culture
tural setting. The six dimensions of the CLT leadership pro- clusters to indicate which clusters are most likely to endorse
files are: or refute the importance of the 6 CLT leadership dimensions.
Tables 2 and 3 may be used in combination to provide an
1. Charismatic/Value-Based. A broadly defined leadership overall view of how the different cultural clusters compare
dimension that reflects the ability to inspire, to motivate, on the six culturally implicit leadership dimensions.26
and to expect high performance outcomes from others
on the basis of firmly held core beliefs. Charismatic/ Cross-cultural Leadership Is Not Only About Differences
value-based leadership is generally reported to contribute The global and cross-cultural leadership literature is almost
to outstanding leadership. The highest reported score exclusively focused on cultural differences and their implica-
is in the Anglo cluster (6.05); the lowest score in the tions for managers. There is a basic assumption that leaders
Middle East cluster (5.35 out of a 7-point scale). operating in different countries will be facing drastically differ-
ent challenges and requirements. GLOBE surveys show that
2. Team-Oriented. A leadership dimension that emphasizes while different countries do have divergent views on many
effective team building and implementation of a common aspects of leadership effectiveness, they also have convergent
purpose or goal among team members. Team-oriented views on some other aspects. From the larger group of leader
leadership is generally reported to contribute to outstand- behaviors, we found 22 attributes that were universally deemed
ing leadership (Highest score in Latin American cluster to be desirable. Being honest, decisive, motivational, and
(5.96); lowest score in Middle East cluster (5.47)). dynamic are examples of attributes that are believed to facilitate
outstanding leadership in all GLOBE countries. Furthermore,
3. Participative. A leadership dimension that reflects the we found eight leadership attributes that are universally unde-
degree to which managers involve others in making and sirable. Leaders who are loners, irritable, egocentric, and ruth-
implementing decisions. Participative leadership is gener- less are deemed ineffective in all GLOBE countries. Table 4
ally reported to contribute to outstanding leadership, below shows a few examples of universally desirable, universally
although there are meaningful differences among coun- undesirable, and culturally contingent leadership attributes.
tries and clusters. (Highest score in Germanic Europe
cluster (5.86); lowest score in Middle East cluster (4.97)). Identifying universally desirable and undesirable leader-
ship attributes is a critical step in effective cross-cultural lead-
4. Humane-Oriented. A leadership dimension that reflects ership. It shows managers that while there are differences
supportive and considerate leadership but also includes’ among countries, there are also similarities. Such similarities
compassion and generosity. Humane-oriented leadership give some degree of comfort and ease to leaders and can be
is reported to be almost neutral in some societies and to used by them as a foundation to build on. Of course, there
moderately contribute to outstanding leadership in may still be differences in how leaders enact such attributes.
others. (Highest score in Southern Asia cluster (5.38); For example, behaviors that embody dynamic leadership in
lowest score in Nordic Europe cluster (4.42)). China may be different from those that denote the same attri-
bute in the U.S. Current research currently under way by
5. Autonomous. This newly defined leadership dimension, GLOBE team members is focused on this issue.
which has not previously appeared in the literature, refers
to independent and individualistic leadership. Autono- Understanding Culturally Contingent Leadership
mous leadership is reported to range from impeding out- In this section, we will focus on those attributes of leadership
standing leadership to slightly facilitating outstanding that were found to be culturally contingent. These are attri-
leadership. (Highest score in Eastern Europe cluster butes that may work effectively in one culture but cause
(4.20); lowest score in Latin America cluster (3.51)). harm in others. To provide an action oriented analysis, we
explore differences in effective leadership attributes among
6. Self-Protective. From a Western perspective, this newly the four countries in our hypothetical scenario and discuss
defined leadership dimension focuses on ensuring the specific implications of these differences for our hypothetical
safety and security of the individual. It is self-centered American manager. Admittedly, we are being ethnocentric
and face saving in its approach. Self-protective leadership
is generally reported to impede outstanding leadership.
(Highest score in Southern Asia cluster (3.83); lowest in
Nordic Europe (2.72)).
Copyright 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
636 | Part 2 Implementation of Strategic Human Resource Management
Table 2
CLT Scores for Societal Clusters
CLT Dimensions
Societal Cluster Charismatic/ Team Participative Humane Autonomous Self-
Value-Based Oriented Oriented Protective
4.20
Eastern Europe 5.74 5.88 5.08 4.76 3.51 3.67
4.85 3.66 3.62
Latin America 5.99 5.96 5.42 4.45 4.04 3.19
5.04 3.94 3.72
Latin Europe 5.78 5.73 5.37 4.42 3.82 2.72
5.08 3.63 3.08
Confucian Asia 5.63 5.61 4.99 5.16 3.99 3.55
5.38 4.16 3.83
Nordic Europe 5.93 5.77 5.75 4.71 3.68 3.03
4.80 3.79
Anglo 6.05 5.74 5.73
Sub-Sahara Africa 5.79 5.70 5.31
Southern Asia 5.97 5.86 5.06
Germanic Europe 5.93 5.62 5.86
Middle East 5.35 5.47 4.97
Note: CLT leadership scores are absolute scores aggregated to the cluster level.
Table 3
Summary of Comparisons for CLT Leadership Dimensions
CLT Leadership Dimensions
Societal Cluster Charismatic/ Team Humane Autonomous Self-
Value Based Oriented Participative Oriented Protective
Eastern Europe
Latin America MM L M H/H H
Latin Europe HH MM L M/H
Confucian Asia M/H M ML L M
Nordic Europe M M/H L M/H M
Anglo HM H LM H
Sub-Sahara Africa HM H HM L
Southern Asia MM MH L L
Germanic Europe H M/H L HM M
Middle East H M/L H M H/H H/H
LL L MM L
H/H
Note: For letters separated by a “/”, the first letter indicates rank with respect to the absolute score, second letter with respect to a response
bias corrected score.
H¼high rank; M¼medium rank; L¼low rank.
H or L (bold) indicates Highest or Lowest cluster score for a specific CLT dimension.
Source: Booysen (1999); Fadiman (1994); Shonhiwa (2008).
Copyright 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Chapter 14 Global Human Resource Management | 637
Table 4 specific leadership attributes that are culturally contingent.
Next, we examine in detail what these differences mean and
Cultural Views of Leadership what they imply for the hypothetical American executive.
Effectiveness
Brazil
The following is a partial list of leadership attributes Brazil is part of GLOBE’s Latin American cluster. Viewing
with the corresponding primary leadership Tables 2 and 3, it is apparent that the CLT leadership dimen-
dimension in parentheses. sions contributing the most to outstanding leadership in this
country cluster include Charismatic/Value-Based and Team
Universal Facilitators of Leadership Effectiveness Oriented leadership, followed by the Participative and Humane
Oriented CLT dimensions. Autonomous and Self-Protective
• Being trustworthy, just, and honest (integrity) leadership are viewed as slightly negative. Table 3 shows that
the Latin America cluster receives the highest rank for the
• Having foresight and planning ahead (charismatic– Team Oriented dimension, among the highest ranks for
visionary) Charismatic/Value-Based leadership, and ranks lowest with
respect to the Autonomous CLT leadership dimension. It occu-
• Being positive, dynamic, encouraging, motivating, pies the middle ranks for the remaining CLT dimensions.
and building confidence (charismatic–
inspirational) Figure 1 below contrasts the U.S. and Brazil on the cul-
turally contingent leadership items. Perhaps due to their high
• Being communicative, informed, a coordinator, and in-group collectivism, Brazilian managers intensely dislike
team integrator (team builder) the leaders who are individualistic, autonomous, and inde-
pendent. A Brazilian sales manager working in the petro-
Universal Impediments to Leadership chemical industry recently reflected this suggesting, “We do
Effectiveness not prefer leaders who take self-governing decisions and act
alone without engaging the group. That’s part of who
• Being a loner and asocial (self-protective) we are.” While American managers also frown upon these
attributes, they do not regard them as negatively as do the
• Being non-cooperative and irritable (malevolent) Brazilians. An American manager needs to be more cogni-
zant to make sure that his/her actions and decisions are not
• Being dictatorial (autocratic) interpreted as individualistic. He/she needs to ensure that the
group or unit feels involved in decision making and that
Culturally Contingent Endorsement of Leader others’ views and reactions are taken into consideration.
Attributes
On the other hand, Brazilian managers expect their lea-
• Being individualistic (autonomous) ders to be class- and status-conscious. They want leaders to
be aware of status boundaries and to respect them. A man-
• Being status conscious (status conscious) ager in a large company in Brazil noted that blue and white-
collar workers from the same company rarely socialize
• Being a risk taker (charismatic III: self-sacrificial) together within and outside of work. They expect leaders
to treat people according to their social and organizational
using the American manager as the focal person who finds levels. Perhaps due to their high power distance culture,
himself/herself managing in a foreign culture. Obviously, expa- Brazilians believe that people in positions of authority
triate managers are found from virtually all industrialized deserve to be treated with respect and deference. They pre-
nations; however, there are over 200,000 U.S. expatriates fer a formal relationship between the leader and followers.
worldwide.27 Nevertheless, expatriates from non-American The same petrochemical sales manager told how Brazilian
and non-Western countries should be able to identify with subordinates tend to stay outside of the perceived bound-
cultural differences between their culture and that of the com- aries of their leaders and respect their own decision-
parison countries. GLOBE cultural data for the five compari- making limitations. He added, “It’s clear who has the most
son countries can be found in Table 1 and the Appendix. power in the work environment in Brazil, but in America
Please note the United States, Brazil, and France are part of this is not always the case.” Americans tend to frown on
the Anglo, Latin American, and Latin European, clusters, status and class consciousness. Respect, to an American
respectively. Egypt, and China part of the Middle East, and manager, does not necessarily mean deference but mutual
Confucian Asia clusters respectively. respect and open dialogue. Americans tend to see formality
as an obstacle to open debate. But what seems an open
Each section below begins with a summary of how each debate to an American manager may be viewed as
culture cluster fares with respect to the CLT profile. We then
show how the countries of interest in this paper compare on
Copyright 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
638 | Part 2 Implementation of Strategic Human Resource Management
FIGURE 1 Autonomous Intra-group conflict avoider
USA vs. Brazil 7 Risk taker
6 Independent
Individualistic 5
Class conscious 4
Status-conscious 3
2
1
0
Cautious Provocateur
Compassionate
USA Brazil
aggressive and unacceptable behavior on the part of the sub- Roads in Brazil realized this when a conflict occurred
ordinates by a Brazilian manager. So, while Brazilians do among the consortium players. He noted,
not like individualistic leaders, a typical American manager
should be cautious using an open style of decision making. Since our contract was a long-term relationship, we could
While it may be a good idea in an American organization to not focus only on the particular moment. I had to find a
directly contact anyone with the right information regard- way to motivate and to build a trusting environment. The
less of their level, such behavior may be seen as a sign of only way to do so was to promote several meetings with
disrespect to those in formal positions in a Brazilian all the consortium members trying to find a way to put all
organization. the members back together. By doing this, I assumed this
was the best action to produce results, no matter how
Another important difference is that American man- difficult it was or how much time it required.
agers prefer a less cautious approach and a greater degree
of risk taking. In contrast, Brazilian managers prefer a some- Still another difference relates to the strong in-group col-
what more cautious and risk averse approach. This is consis- lectivism dimension of the Brazilian culture. They expect their
tent with the finding that U.S. culture is more tolerant of leaders to avoid conflict within the group to protect its har-
uncertainty than is Brazilian culture. Also, perhaps due mony, but at the same time they like their leaders to induce
to stronger assertiveness and performance orientation in conflict with those outside the group. A particularly successful
American culture, U.S. managers seem to favor a speedier executive working in Brazil told how Brazilians take pride in
decision making process and a higher level of action orienta- membership in small groups, especially families. In business, he
tion. Brazilians on the other hand, may be more sensitive to said that people who are members of the same group expect
group harmony and risk avoidance. A Brazilian account special treatment (such as price discounts, exclusivity of con-
manager leading a four-company consortium working on a tracts, etc.). In fact, without these group affiliations, attracting
$200 million U.S. contract with the Federal Department of and conducting business can be difficult. American managers
Copyright 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Chapter 14 Global Human Resource Management | 639
seem to dislike both these attributes, perhaps due to their stron- on power distance. The process of strategy development
ger performance orientation culture. Avoiding internal conflict, needs to allow for input from the employees, but the manager
simply to maintain group harmony, even at the expense of needs to be patient and to make an effort to encourage and
results, is not a positive attribute to Americans. The typical facilitate the employees’ participation. The Brazilian employ-
American view of harmony is reflected in the following quote ees will not be as forthcoming with their ideas and input as
from the popular book Execution by Bossidy and Charan:28 typical American employees are. At the same time, the man-
ager will need to make the final decision and communicate it.
Indeed, harmony—sought out by many leaders who wish Brazilian employees are not used to strong participation in
to offend no one—can be the enemy of truth. It can decision making, but they also do not like leaders who simply
squelch critical thinking and drive decision making under- dictate things to them. The strategy should not be seen as too
ground. When harmony prevails, here’s how things often risky or ambitious and should not have a long time horizon.
get settled: after the key players leave the session, they qui- Instead, it should consist of explicit short term milestones. It
etly veto decisions they didn’t like but didn’t debate on the should also focus on delivering short term results to enhance
spot. A good motto to observe is: “Truth over harmony.” employee understanding and support.
Last, but not least, an important and counter intuitive Due to the country’s low score on institutional collectiv-
finding is that American respondents have a much stronger ism, employees will not be moved much by grand corporate
desire for compassion in their leaders. They want their leaders strategies and visions. Instead, they would be more motivated
to be empathetic and merciful. The Brazilian respondents, on by their individual and team interests, so the reward system
the other hand, are quite neutral about this attribute. While should be based on both individual and team performance,
this seems to go against the conventional stereotypes of although the team component should have the greater empha-
Americans and Brazilians, it seems to be rooted in the fact sis. The manager should also not be surprised if there are not
that Brazil is reported to be a less humane culture than is the many clear rules or processes and if the ones in existence are
U.S. Confirming this finding, one manager stated that this not followed very seriously. These are attributes of a society
reflects the expectation that people should solve their own pro- like Brazil with low levels of rules orientation. Instead, the
blems, relying on help from their family or groups. manager needs to make it very clear early on which rules
and procedures are expected to be followed and why.
When in Brazil …
Here are a few specific ideas on what our hypothetical France
American manager needs to do when he starts working with France is part of the Latin Europe GLOBE country cluster.
his Brazilian team: The most desirable CLT dimensions in this cluster are
Charismatic/Value-Based and Team Oriented leadership.
Very early on, he needs to spend time meeting with the Participative leadership is viewed positively but is not as
key executives in the organization, even those who may not important as the first two dimensions. Humane Oriented
be directly relevant to his project. This is an important step leadership is viewed as slightly positive, whereas Autono-
because of high power distance and in-group collectivism in mous leadership is viewed as slightly negative and Self-
that culture. Being a foreigner and a newcomer, it is crucial to Protective is viewed negatively. Table 3 shows that the Latin
show respect to those in positions of power and to start the Europe cluster is Medium/High for Charismatic/Value-Based
process of building personal ties and moving into their in- leadership. It is in the middle rank for the remaining CLT
groups. Further, this step helps make sure that the other sta- leadership dimensions except the Humane Oriented and
keholders do not view the manager’s team as being insular, Autonomous dimensions where it ranks among the lowest
something that is likely to happen in high in-group cultures. scoring clusters.
While it is important to work with the individual mem- Figure 2 below shows the contrast between French and
bers of the team, it is also critical to spend as much time as American leadership on culturally contingent leadership
possible with the team as a whole, both in formal work attributes. The French culture is similar to the U.S. on one
related occasions and in informal settings. The families of cultural dimension, in that they both practice moderate levels
the team members should also be invited to get together on of uncertainty avoidance. Although both cultures utilize pre-
many occasions. They are an important part of the relation- dictable laws and procedures in business and society, charac-
ships among team members. The high in-group culture facil- teristic of uncertainty avoidance cultures, France is much
itates the group working closely together, and the Brazilians’ better known for its strong labor unions and bureaucratic
dislike for independent and individualistic leaders means that formality. There are, however, significant differences between
the leader is expected to treat the team and their close fami- the French and American respondents on other cultural
lies as an extended family, spending much time together. dimensions and leadership attributes. Both groups seem to
like sincere and enthusiastic leaders who impart positive
In developing a business strategy for the team’s product, energy to their group, although American managers have
it is important to keep in mind Brazil’s low scores on perfor-
mance orientation and future orientation and its high score
Copyright 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
640 | Part 2 Implementation of Strategic Human Resource Management
FIGURE 2 Independent Intra-group conflict avoider
USA vs. France 7 Sincare
6 Enthusiastic
Self-sacrificial 5
Sensitive 4
3
Self-effacing 2
1
0
Habitual Compassionate
Status-conscious Cunning
USA France
Source: Adapted from Henson, R. (2002). Culture and the workforce. In K. Beaman, (Ed.), Boundaryless HR: Human capital management
in the global economy (pp. 121–141). Austin, TX: Rector Duncan & Associates, Inc.
much stronger preferences for these attributes. This may be a CEO of an international audit firm expressed this in a qual-
reflection of the finding that French culture is not as perfor- ity audit of a French hotel stating, “The staff had an inabil-
mance oriented as U.S. culture. ity to apologize and empathize. I think that could be
construed as typically European, and especially French.”30
Besides their dislike for avoidance of conflict within the These same behaviors would be expected from their lea-
group (as discussed earlier) American managers have a clear ders. Such a large contrast can perhaps be explained by
dislike for cunning and deceitful leaders. The French, on the the fact that the French culture is much less humane ori-
other hand, are neutral about both attributes. While Ameri- ented and much more power oriented. To French man-
cans see these attributes as dysfunctional, the French see agers, people in positions of leadership should not be
them as a part of the job that goes with the position of lead- expected to be sensitive or empathetic, or to worry about
ership. Compared to the U.S., in-group collectivism is more another’s status because such attributes would weaken a
noted in French societies in the form of “favoritism” given to leader’s resolve and impede decision making. Leaders
people from similar education, family, social, and even should make decisions without being distracted by other
regional backgrounds. This is shown in the general tension considerations. Indeed, a very successful corporate execu-
that is perceived to exist between labor and management, as tive in France noted that a leader should be able to handle
well and employees and clients.29 change that affects the environment, but at the same time
not change his or her characteristics, traits, and skills that
American managers seem to have a strong preference put the leader in that position. In other words, they should
for compassionate and sensitive leaders who show empathy allow no distractions.
towards others. In contrast, French managers seem to have
a distinctly negative view towards both these attributes. The
Copyright 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Chapter 14 Global Human Resource Management | 641
In contrast to Americans, French respondents have a decisions about the project and get the team members
negative view of leaders who are self-sacrificial and self- involved, but he needs to keep in mind that French employ-
effacing. They do not like leaders who are modest about ees may be best motivated by transactional forms of leader-
their role and forgo their own self-interest. The French exec- ship where they see clear individual benefit in implementing
utive added, “A leader must be clear about his role and the team’s plans. The strategy and action plans need to be
vision. If a leader puts himself in a compromising situation, simple and well planned. So, the content and process of strat-
then doubt will arise in the followers’ minds about the leader egy development for the French team may have many simi-
and that would affect their views of the roles the followers larities with the Brazilian team, even though they are
play in the broader picture.” To them, the leader has an different on many other dimensions.
important role to play and important decisions to make,
and s/he should not minimize that. They also do not like Egypt
leaders who are habitual and tend to routinize everything Egypt is part of the Middle East cluster. There are a number
because that diminishes the importance of their role. They of striking differences in comparison to other clusters. While
do still prefer their leaders to work with and rely on others both Charismatic/Value-Based and Team Oriented leader-
to get things done and do not like independent leaders. A ship are viewed as positive, they have the lowest scores and
French CEO known for his corporate turnaround finesse ranks relative to those for all other clusters. Participative
explained that leaders should not have too much indepen- leadership is viewed positively, but again scores low com-
dence from their followers because otherwise this would pared with other clusters’ absolute score and ranks. Humane
denote lack of character from the followers. He adds that a Oriented leadership is perceived positively, but only about
leader should guide without having too much power over the equally to other cluster scores. The Self-Protective CLT
followers’ thought processes, to ensure diverse thinking criti- dimension is viewed as an almost neutral factor; however, it
cal to conserve several solutions to the leader. has the second-highest score and rank of all clusters.
To sum up, a typical American executive taking on a Figure 3 below shows a contrast of leadership styles in the
leadership role in a French organization will face a more U.S. and Egypt. The Egyptian culture is distinct by its empha-
bureaucratic and formal work environment with higher levels sis on in-group and institutional collectivism, power distance,
of aggressiveness and lower levels of personal compassion humane orientation, and male domination. In terms of leader-
and sensitivity than s/he is used to. ship, American managers dislike autocratic leaders who want
to make all the decisions themselves and micro-manage their
When in France… employees. They do not want their leaders to suppress others’
The American manager in our scenario will face a very differ- ideas, even if they disagree with them. Egyptian managers have
ent experience with his or her French team. These managers a more temperate view of such executives, perhaps due to their
will experience much more formal and impersonal relation- strong power distance culture.
ships among the team members. The concept of visionary
and charismatic leadership that is popular among American A very important difference is the image of leaders in
managers may not be as desirable to the French. They do not the Egyptian vs. the American mind. Egyptian managers
expect their leaders to play heroic acts and, due to their high seem to have an elitist, transcendent view of their leaders.
power distance, have a more bureaucratic view of leaders. So, They view them as a distinct group and a breed apart. They
the American manager, in contrast to his experience in Brazil, want their leaders to be unique, superior, status- and class-
needs to tone down the personal side of relationships and be conscious, individualistic, and better than the others in their
much more business oriented. The manager also has to be group. They show strong reverence and deference toward
more careful and selective in contacting other executives and their leaders. Americans, on the other hand, have a more
stakeholders. Their preference for maintaining high power dis- benign and simplistic view toward their leaders. They do
tance may curb their enthusiasm about meeting with someone not see them as a breed apart or superhuman. They regard
if they feel it is a waste of time and of no clear value to them. It them as successful people but not extraordinary ones.
is perhaps best for our American manager to make an offer to
them and leave it to them to decide. Their low humane orien- The country of Egypt has been ruled by dictators dating
tation culture may mean that they are not particularly inter- as far back as the time of the Pharaohs. Leaders were expected
ested in being supportive of others, even in the same to lead by portraying a self-assured image. To maintain power,
organization, especially if they are from separate in-groups. Egyptian leaders need to continuously be involved in making
decisions. In the Arabic culture that is very much influenced
Due to lower levels of future orientation and perfor- by Islam, men do not wish to appear weak.
mance orientation, grand corporate strategies and visions
may be of limited value to a French team. Any strong com- Despite such high level of respect for leaders, Egyptian
petitive language may be seen as typical American bravado. employees, perhaps due to their very strong in-group collec-
The manager needs to develop a process for making strategic tivism, prefer their leaders to respect group harmony, avoid
group conflict, and take caution in decision making. It is rare
to see leaders, especially political leaders, come out publicly
Copyright 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
642 | Part 2 Implementation of Strategic Human Resource Management
FIGURE 3
USA vs. Egypt
Individualistic Intra-group competitor Intra-group conflict avoider
Ruler 7 Unique
Micro-manager 6 Enthusiastic
5
4
3
2
1
0
Elitist Cautious
Class conscious Status-conscious
USA Egypt
and criticize a popular belief. They tend to avoid a conflict manager (typically a male) is expected to act and be seen
when it is not necessary, and they often use this collectivism as distinct from the others on the team and present an
to build their influence and popularity. image of omnipotence. In the minds of his Egyptian team
members, he needs to be seen as deserving of his leadership
The importance of kinship as the family is the most sig- role and status. Addressing his role as a leader, a project
nificant unit of Egyptian society. An individual’s social iden- manager from Egypt noted that being a leader brought
tity is closely linked to his or her status in the network of kin with it great responsibility. He was in charge of disciplining
relations. Kinship is essential to the culture. Describing the anyone that did not follow the team rules. He noted, “In
tendency toward generosity and caring in their society, an order to keep the team spirit up and focused on our goals,
Egyptian manager told of how early Islamic authorities we can’t afford to have individuals deviating from what we
imposed a tax on personal property proportionate to one’s have set out to do.” This is almost the opposite of his expe-
wealth and distributed the revenues to the needy. This type rience in France.
of government behavior left a certain culture of doing busi-
ness in Egypt that has a strong emphasis on harmony with The American manager will also find that due to very
the environment, the industry, and the competition. strong in-group collectivism, various groups inside and
outside the organization tend to show in-group/out-group
When in Egypt… phenomena in decision making; i.e., strong participation by
Our hypothetical American manager will find that his expe- in-group members, little participation by out-group mem-
rience in Egypt will have both similarities and differences bers; strong communication with in-group members, and lit-
with his time in France and Brazil. First, what the manager tle communication with out-group members. The extent to
may regard as a normal informal leadership style in the U.S. which Egyptians take pride in belonging to certain groups is
may be seen as weak and unworthy of a leader. This immensely important. Families have endured through
Copyright 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Chapter 14 Global Human Resource Management | 643
difficult times, requiring many of the members to stay be able to properly plan such occasions. However, leaders
together and work together. Family businesses tend to be also tend to use the friendly environment to maintain their
passed from father to son without too many exceptions. control and build loyalty within their workforce. Egyptian
Maintenance of the in-group is paramount in any decision. employees expect their leaders to develop and communicate
Leaders build their legitimacy not necessarily by accomplish- heroic and grand strategies. Due to their high institutional
ing high performance but rather by forging loyalty to the collectivism and performance orientation, it is helpful to
group and group values. Furthermore, as a result of reliance design and communicate ambitious strategies and put them
on personal relationships, decision making criteria and pro- into the broader context of the corporation. Employees will
cesses regarding any aspect of the organization tend to be resonate to ideas that would help the corporation and the
informal and unclear. unit achieve prominence in their competitive arenas. They
also like strong rhetoric and get excited by the desire to be
Given such cultural underpinnings, the American man- part of the winning team. In terms of the reward system,
ager needs to do even more than he did in Brazil to build and individual performance-based financial rewards, while help-
maintain group harmony. Many informal and formal meet- ful, are not the best motivators. The system should be seen to
ings are needed, but there are three important differences be humane to all; it should have a strong group based com-
compared with the experience in Brazil. First, to Egyptians, ponent, and it should consist of a variety of benefits that are
the team leader is more than just an executive; he is a pater- not typically offered in the U.S. Such benefits should be
nal figure who will be rather autocratic but benign. He cares focused on the families of employees. For example, tuition
about them and their families. The relationship between the assistance to employees’ children, paid family vacation, free
boss and employees is much more emotional and personal in or subsidized toys or home appliances could be very well
Egypt. The Egyptian project manager described how he received. As with other Middle East countries, although it is
helped one of his employees who had experienced some per- important for the individual to be successful, it is the family
sonal difficulties. Explaining that the employee’s behaviour or group success that is more dominant.
was unacceptable, the manager added, “At the same time, I
tried to understand if there were any personal issues that China
forced him to behave the way he did. I felt an obligation to China is part of the Confucian Asia cluster. The two CLT
try to help him.” Secondly, due to very high humane orienta- dimensions contributing to outstanding leadership are
tion in Egypt, if the family of an employee has a problem, Charismatic/Value-Based and Team Oriented leadership,
colleagues and the boss will quickly get involved to help. Tak- even though these scores are not particularly high. Humane
ing care of friends in need is a major element of the culture Oriented leadership is viewed favorably, but it is not as
and there is very little demarcation between colleagues and important as the first two CLT dimensions. Although Partic-
friends. Third, it is easier and more acceptable for the boss in ipative leadership is also viewed positively, it is about equal to
Brazil to get to know the family members and spend time the lowest-scoring clusters. Autonomous leadership is viewed
with them during social occasions. It is not, however, a neutrally, and Self-Protective leadership is seen as a slight
good idea for him to try to do the same with Egyptian fami- impediment to effective leadership. Table 4 shows that com-
lies. The contact should only be with and through the pared to other GLOBE countries, the Confucian Asia cluster
employee. Egyptian families tend to be more private and is ranked relatively low with respect to Participative and rel-
inaccessible to outsiders, possibly due to the intense in- atively high with respect to Self-Protective leadership
group culture. People tend to stay close to their roots and dimensions.
develop a very strong sense of belonging. In short, even
though the American manager will spend time building per- As shown in the Appendix, the US and Chinese cultures
sonal ties and maintaining in-group relationships both in are similar in terms of their performance orientation,
Egypt and Brazil, the nature of his behaviour will need to humane orientation, and power distance. The Chinese
be somewhat different. culture seems to be less future oriented, less assertive, more
collectivist, both small group and socially, and more rules
Like Brazil, the manager needs to pay his respects and oriented.
call on the key executives in the Egyptian organization and
start the process of building personal relationships. Unlike Figure 4 below shows the comparison of culturally con-
the French executives, the Egyptian executives will in all like- tingent leadership attributes between American and Chinese
lihood enjoy this approach and respond positively. managers. Both American and Chinese managers like excel-
lence oriented leaders who strive for performance improve-
In developing a business strategy for the team, several ment in themselves and their subordinates. This is probably
cultural attributes need to be taken into consideration. The driven by the fact that both cultures share a strong perfor-
team will enjoy providing input but they expect decisions to mance orientation, as shown in the Appendix. They also both
be made by the leader. Family related activities are always like leaders who are honest. However, the figure shows that
celebrated and employees are often excused from work to
Copyright 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
644 | Part 2 Implementation of Strategic Human Resource Management
FIGURE 4 Fraternal Status-conscious
USA vs. China 7 Excellence-oriented
6 Honest
Intra-group competitor
Self-effacing 5
4
Indirect
3
2
1
0
Worldly Elitist
Risk taker Autonomous
USA China
Source: Adapted from Gupta, A. K., Govindarajan, V., & Wang, H. (2008). The quest for global dominance: Transforming global presence
into global competitive advantage, 2nd edition. San Francisco: John Wiley & Sons, Inc
the US scores on both these attributes are higher that the groups and their relationships with their subordinates go far
Chinese scores. beyond what is the norm in a country like the U.S. The leader
is seen as a paternal figure who should take care of his sub-
Chinese managers seem to like leaders who are fraternal ordinates and their families.
and friendly with their subordinates and who have an indi-
rect approach to communication, using metaphors and para- American managers are not excited about leaders who
bles to communicate their point. American managers have a are status conscious and are negative towards leaders who are
neutral view of fraternal leadership and a negative view of elitist. In contrast, Chinese managers like the former type of
indirect leadership. The difference can probably be explained leadership and are neutral towards the latter. This is reflective
by the fact that the U.S. culture is much more assertive and of the importance of hierarchy in the Chinese culture. Con-
less in-group oriented than that in China (see appendix). In a fucianism’s ‘Three Bonds’—emperor rules the minister,
less assertive culture like China, people tend to use nuances father rules the son, and husband rules the wife—serve as
and a context rich language to communicate. They prefer the foundation of the Chinese society:
indirect communication to avoid the possibility of hurting
someone. Furthermore, in a highly group oriented culture Chinese business structure can be directly linked to the his-
like China, group harmony is critical and the leader’s role is tory of patriarchy: the owner or manager plays the father’s
to strengthen group ties. As a result, leaders are expected to role, and the subordinates or employees play the son.31
be supportive of their subordinates and act as good friends
for them. They are expected to build emotional ties with their Within such a hierarchical structure, the leader tends to
be authoritative and expects respect and obedience and tends
Copyright 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Chapter 14 Global Human Resource Management | 645
to make autonomous decisions. That is why Chinese managers The relative high score on future orientation can also help the
do not admire leaders who are self-effacing, because such lea- new manager get the employees motivated. But perhaps the
ders do not emanate confidence. A group of American man- most critical key success factor is how the manager goes
agers was recently in China to discuss a possible joint venture about building personal ties and relationships with a wide
with a Chinese company. American managers expected to network of individuals and groups. His “guan xi” will be
spend a few days working with their Chinese counterparts to the ultimate test of his success. In building guan xi with his
brainstorm ideas and develop action plans. After a few frus- employees, he needs to show high respect to the employees’
trating days, they were told that they needed to find a Chinese families, keep them in mind when designing work schedules
agent to help them implement the deal. In conversations with and reward systems, and make sure that employees see him
the Chinese agent, they learned that the Chinese counterpart’s and the organization as a strong supporter of their own guan
expectation from the meetings was very different. They learned xi. Perhaps a big challenge to the American executive is how
that the Chinese company wanted to use the meetings to help to make sure his natural American assertiveness does not
build personal ties among the Chinese and American man- turn his Chinese employees and counterparts off and does
agers and was upset that the Americans were asking aggressive not impede his efforts at building strong relationships.
questions and were focused solely on business rather than per-
sonal matters. They also learned that the top Chinese executive Embarking on a Cross-cultural
had no interest in sharing decision making with any one. Leadership Journey
Instead, he wanted to use private lunches and dinners with
the head of the American delegation to make serious decisions The existing literature on cross-cultural management is more
and reach agreements. useful at the conceptual level than at the behavioral level.
Much of the advice offered to executives tends to be
Chinese managers are very negative towards worldly lea- context-free and general such as “understand and respect
ders who have a global outlook. In contrast, Americans the other culture.” But the problems facing a typical global
admire such leaders. This could be explained by the fact executive are context-specific; for example, how to under-
that the two cultures are very different in terms of in group stand and respect the Brazilian culture. In behavioral terms,
collectivism. The Chinese culture is very high on this dimen- understanding the Brazilian culture may be quite different
sion, which means it is less interested in anything outside of from understanding and respecting the Egyptian culture
their in-group. Perhaps they view the world as out-group because they are very different cultures.
compared to China and view it as less important.
In this paper, we have presented the cultural profiles of
When in China… four countries based on a rigorous and scientific research
The Chinese culture is distinct by its high performance ori- project. We have also provided very specific ideas on the
entation, high institutional orientation, and high in-group managerial implications of the different cultural profiles
collectivism. Building personal ties and relationships is along with action oriented advice on how an American
reflected in the Chinese concept of “guan xi” whose loose manager can “put himself in the other culture’s shoes” and
English translation is networking. It is a manifestation of be adaptable. Besides the culture specific ideas presented
the fact that one’s value and importance is embedded in earlier, we propose a two-step process for any executive
his/her ties and relationships. As a result: who is embarking on a new assignment in a new country.
Regardless of the host country, these two steps help build a
In China, the primary qualities expected in a leader or positive pathway towards cultural understanding and
executive is someone who is good at establishing and nur- adaptability.
turing personal relationships, who practices benevolence
towards his or her subordinates, who is dignified and First, the executive needs to share information about his
aloof but sympathetic, and puts the interests of his or own as well as the host country’s culture. Most of the advice
her employees above his or her own.32 that executives receive is about how they can adapt and
adjust to other cultures. We propose a somewhat different
Much of Chinese life and culture is based on Confucian approach. When people from different cultures come into
ideas which emphasize the importance of relationships and contact, they usually have unstated and sometimes false or
community. Even the word “self” has a negative connota- exaggerated stereotypes about the other side. While it is
tion.33 Our hypothetical American manager needs to be care- important that the executive learn about the host culture, it
ful about how his behavior and manners are perceived by the is not sufficient. Executives need to tell the host employees
Chinese. Being polite, considerate, and moral are desirable about their own cultures. For example, if these executives are
attributes. At the same time, the American manager can get in Egypt, then they should show the employees how the
the Chinese employees excited by engaging their high perfor- American and Egyptian cultures and leadership attributes
mance culture. Developing an exciting vision is very effective. compare. They should show both similarities and differences.
Copyright 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
646 | Part 2 Implementation of Strategic Human Resource Management
In this paper, we showed that there is a set of leadership cultural backgrounds. To succeed, global leaders need to
attributes that are universally desirable and universally unde- have a global mindset, tolerate high levels of ambiguity,
sirable. Similarities represent a fertile ground to build mutual and show cultural adaptability and flexibility. This paper
understanding. The informed executive can then use the ses- provides some examples of these attributes. In contrast to
sion to discuss their implications. What does integrity mean a domestic manager, the hypothetical manager discussed
to a French manager? Or to a Brazilian manager? The execu- in this paper needs a global mindset because s/he needs to
tive can also compare the findings about his or her own cul- understand a variety of cultural and leadership paradigms,
ture with their perceptions of American culture to dispel any and legal, political and economic systems, as well as differ-
misunderstandings. This exercise in mapping and surfacing ent competitive frameworks.34 We used GLOBE findings to
cultural attributes can go a long way to build mutual under- provide a scientifically based comparison of cultural and
standing and trust between the players. For example, our leadership paradigms in the five countries. We showed
findings show that American culture is reported to be more that countries can be different on some cultural dimensions
moderate on many cultural dimensions than it is stereotypi- and similar on others. Brazil and Egypt are both high on in-
cally believed to be. One of the unique features of GLOBE is group collectivism, but different on performance orienta-
that we have taken several steps to ensure that the reports by tion. France and the U.S. are both moderate on uncertainty
country managers are not confounded by such things as avoidance but differ on power distance. China and the U.S.
methodological problems and represent the true broader cul- are both high on performance orientation but very different
ture of their societies. on in-group collectivism. Furthermore, there are similarities
and differences in the countries’ leadership profiles. While a
Second, the global manager needs to think about how to leadership attribute like irritability is universally undesir-
bridge the gap between the two cultures. Much of the advice able, another attribute like compassion is culturally contin-
executives receive seems to suggest, explicitly or implicitly, gent, i.e., it is much more desirable in the U.S. than in
that the executive needs to become more like them. We do France.
not necessarily subscribe to this viewpoint. While it is impor-
tant to understand the other culture, it does not necessarily Tolerance of ambiguity is another important attribute
mean that one should automatically apply their approach. of a global leader. Every new country that s/he has to work
For example, leaders are seen as benign autocrats in Egypt. in represents a new paradigm and new ways of doing
If an American manager does not like this approach, then he things. This is typically an uncomfortable position for
should educate the employees on his approach to leadership; many people to be in because it requires learning new
why it is not dictatorial, and why he prefers it. Managers ideas quickly and letting go of what has already been
need to make sure the employees understand that their learned. Of course, in the four scenarios, we showed that
approach is not a sign of weakness, but a more effective there are things in common across cultures and there are
style for the manager and for the team’s and organization’s portable aspects of cultural learning. But we also showed
success. It’s a judgment call to say it’s a “more effective” style that there are differences as well. Figuring out which one
than what the team is used to, but it is one that they should is which and what to do represents potentially stressful
employ with the team. The global manager needs to tell the ambiguity to an expatriate manager.
employees what managerial functions they are willing to
change and what team functions they would like the employ- Cultural adaptability refers to a manager’s ability to
ees to change so that the team can work from, and succeed understand other cultures and behave in a way that helps
on, common ground incorporating both cultures. The man- achieve goals and build strong and positive relations with
ager then needs to seek their help on both approaches; i.e., local citizens. In the country scenarios, we showed that
each culture making changes to accommodate and strengthen while in France the manager should not emphasize grand
the other. Both approaches can take place at the same time and ambitious corporate strategies, he can do this in
and with respect to both cultures, as long as the manager gets China. Cultural adaptability refers to the mental and psy-
the employees involved in the process. In other words, chological ability to move from one situation and country
instead of a solitary learning journey for the executive, man- to another. It means the ability to do a good job of develop-
agers can create a collective learning journey that can be ing personal relationships while in Egypt and then doing it
enriching, educational, and productive for both sides. very differently in France. The dexterity to adjust one’s
behavior is a critical requirement. Not everyone can do
Attributes of Global Leaders this; to many people it may bring into question one’s own
identity. In some ways it is reminiscent of acting but the
The essence of global leadership is the ability to influence difference is that the global manager, unlike the actor,
people who are not like the leader and come from different lives and works among real people and not other actors,
so his task is more complicated.
Copyright 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Chapter 14 Global Human Resource Management | 647
Developing Global Leaders Global assignments, the CIA World Fact Book at www.odci.
gov/cia/publications/factbook/, and Global Dynamics Inc.’s
As mentioned earlier in this paper, a large majority of For-
tune 500 corporations report a shortage of global leaders. www.globaldynamics.com/expatria.htm.
Devising programs that would develop a global mindset in
leaders has been called “the biggest challenge that looms in Formal education and training can also be helpful in
the new millennium for human resource managers.”35 There
are a variety of ways that companies can enhance their pool developing global leaders. A recent survey showed that a
of global leaders. To start with, they can make a large volume
of information on cross-cultural and global issues and coun- large majority of firms were planning to increase funding
try specific reports available to their managers. We have for programs that would help globalize their leaders.38 But
already referred to several books on this topic. In addition
to the special issue of the Human Resource Management despite its prevalence among multinational corporations,
Journal mentioned earlier, there are special issues of other
journals.36 There are also a variety of software packages there is general consensus among experts that it is not a
such as a multimedia package called “Bridging Cultures,” a highly effective source of developing global leaders.39 It is
self-training program for those who will be living and work-
ing in other cultures. In addition, several services like Cul- generally best used as a component of a comprehensive and
tureGrams (www.culturegram.com) provide useful
information about many countries. There are also a few integrated development program. Work experience and
Internet sites providing useful information to managers37
such as www.contactcga.com belonging to the Center for international assignment is by far the most effective source
for developing global leadership capabilities.40 Some experts
view long term international assignments as the “single most
powerful experience in shaping the perspective and capabili-
ties of effective global leaders.”41 Increasingly, companies like
GE, Citigroup, Shell, Siemens, and Nokia are using interna-
tional assignments of high potential employees as the means
to develop their managers’ global leadership mindset and
competencies.
Appendix Country Scores on Cultural Practices
Performance Anglo Cultures Latin Europe Middle East Confucian Asia Latin America
Orientation USA 4.49 France 4.11 Cultures China 4.45 Brazil 4.04
Canada 4.49 Israel 4.08 Egypt 4.27 Hong Kong 4.80 Bolivia 3.61
England 4.08 Italy 3.58 Kuwait 3.95 Japan 4.22 Argentina 3.65
Ireland 4.36 Portugal 3.60 Morocco 3.99 Singapore 4.90 Colombia 3.94
New Zealand 4.72 Spain 4.01 Qatar 3.45 South Korea 4.55 Costa Rica 4.12
South Africa (W) Swiss (French) Turkey 3.83 Taiwan 4.56 Ecuador 4.20
4.11 4.25
Australia 4.36
El Salvador 3.72
Guatemala 3.81
Mexico 4.10
Venezuela 3.32
Future Anglo Cultures Latin Europe Middle East Confucian Asia Latin America
Orientation USA 4.15 France 3.48 Cultures China 3.75 Brazil 3.81
Canada 4.44 Israel 3.85 Egypt 3.86 Hong Kong 4.03 Bolivia 3.61
England 4.28 Italy 3.25 Kuwait 3.26 Japan 4.29 Argentina 3.08
Morocco 3.26
(continued)
Copyright 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
648 | Part 2 Implementation of Strategic Human Resource Management
Ireland 3.98 Portugal 3.71 Qatar 3.78 Singapore 5.07 Colombia 3.27
New Zealand 3.47 Spain 3.51 Turkey 3.74 South Korea 3.97 Costa Rica 3.60
South Africa (W) Swiss (French) Taiwan 3.96 Ecuador 3.74
4.13 4.27
Australia 4.09
El Salvador 3.80
Guatemala 3.24
Mexico 3.87
Venezuela 3.35
Assertiveness Anglo Cultures Latin Europe Middle East Confucian Asia Latin America
Orientation USA 4.55 France 4.13 Cultures China 3.76 Brazil 4.20
Canada 4.05 Israel 4.23 Egypt 3.91 Hong Kong 4.67 Bolivia 3.79
England 4.15 Italy 4.07 Kuwait 3.63 Japan 3.59 Argentina 4.22
Ireland 3.92 Portugal 3.65 Morocco 4.52 Singapore 4.17 Colombia 4.20
New Zealand 3.42 Spain 4.42 Qatar 4.11 South Korea 4.40 Costa Rica 3.75
South Africa (W) Swiss (French) Turkey 4.53 Taiwan 3.92 Ecuador 4.09
4.60 3.47
Australia 4.28
El Salvador 4.62
Guatemala 3.89
Mexico 4.45
Venezuela 4.33
Societal Anglo Cultures Latin Europe Middle East Confucian Asia Latin America
Collectivism USA 4.20 France 3.93 Cultures China 4.77 Brazil 3.83
Canada 4.38 Israel 4.46 Egypt 4.50 Hong Kong 4.13 Bolivia 4.04
England 4.27 Italy 3.68 Kuwait 4.49 Japan 5.19 Argentina 3.66
Ireland 4.63 Portugal 3.92 Morocco 3.87 Singapore 4.90 Colombia 3.81
New Zealand 4.81 Spain 3.85 Qatar 4.50 South Korea 5.20 Costa Rica 3.93
South Africa (W) Swiss (French) Turkey 4.03 Taiwan 4.59 Ecuador 3.90
4.62 4.22
Australia 4.29
El Salvador 3.71
Guatemala 3.70
Mexico 4.06
Venezuela 3.96
In-Group Anglo Cultures Latin Europe Middle East Confucian Asia Latin America
Collectivism USA 4.25 France 4.37 Cultures China 5.80 Brazil 5.18
Canada 4.26 Israel 4.70 Egypt 5.64 Hong Kong 5.32 Bolivia 5.47
Kuwait 5.80
(continued)
Copyright 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Chapter 14 Global Human Resource Management | 649
England 4.08 Italy 4.94 Morocco 5.87 Japan 4.63 Argentina 5.51
Ireland 5.14 Portugal 5.51 Qatar 4.71 Singapore 5.64 Colombia 5.73
New Zealand 3.67 Spain 5.45 Turkey 5.88 South Korea 5.54 Costa Rica 5.32
South Africa (W) Swiss (French) Taiwan 5.59 Ecuador 5.81
4.50 3.85
Australia 4.17
El Salvador 5.35
Guatemala 5.63
Mexico 5.71
Venezuela 5.53
Humane Anglo Cultures Latin Europe Middle East Confucian Asia Latin America
Orientation USA 4.17 France 3.40 Cultures China 4.36 Brazil 3.66
Canada 4.49 Israel 4.10 Egypt 4.73 Hong Kong 3.90 Bolivia 4.05
England 3.72 Italy 3.63 Kuwait 4.52 Japan 4.30 Argentina 3.99
Ireland 4.96 Portugal 3.91 Morocco 4.19 Singapore 3.49 Colombia 3.72
New Zealand 4.32 Spain 3.32 Qatar 4.42 South Korea 3.81 Costa Rica 4.39
South Africa (W) Swiss (French) Turkey 3.94 Taiwan 4.11 Ecuador 4.65
3.49 3.93
Australia 4.28
El Salvador 3.71
Guatemala 3.89
Mexico 3.98
Venezuela 4.25
Power Anglo Cultures Latin Europe Middle East Confucian Asia Latin America
Distance USA 4.88 France 5.28 Cultures China 5.04 Brazil 5.33
Canada 4.82 Israel 4.73 Egypt 4.92 Hong Kong 4.96 Bolivia 4.51
England 5.15 Italy 5.43 Kuwait 5.12 Japan 5.11 Argentina 5.64
Ireland 5.15 Portugal 5.44 Morocco 5.80 Singapore 4.99 Colombia 5.56
New Zealand 4.89 Spain 5.52 Qatar 4.73 South Korea 5.61 Costa Rica 4.74
South Africa (W) Swiss (French) Turkey 5.57 Taiwan 5.18 Ecuador 5.60
5.16 4.86
Australia 4.74
El Salvador 5.68
Guatemala 5.60
Mexico 5.22
Venezuela 5.40
Gender Anglo Cultures Latin Europe Middle East Confucian Asia Latin America
Egalitarianism USA 3.34 France 3.64 Cultures China 3.05 Brazil 3.31
Canada 3.70 Israel 3.19 Egypt 2.81 Hong Kong 3.47 Bolivia 3.55
Kuwait 2.58
(continued)
Copyright 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
650 | Part 2 Implementation of Strategic Human Resource Management
England 3.67 Italy 3.24 Morocco 2.84 Japan 3.19 Argentina 3.49
Ireland 3.21 Portugal 3.66 Qatar 3.63 Singapore 3.70 Colombia 3.67
New Zealand 3.22 Spain 3.01 Turkey 2.89 South Korea 2.50 Costa Rica 3.56
South Africa (W) Swiss (French) Taiwan 3.18 Ecuador 3.07
3.27 3.42
Australia 3.40
El Salvador 3.16
Guatemala 3.02
Mexico 3.64
Venezuela 3.62
Uncertainty Anglo Cultures Latin Europe Middle East Confucian Asia Latin America
Avoidance USA 4.15 France 4.43 Cultures China 4.94 Brazil 3.60
Canada 4.58 Israel 4.01 Egypt 4.06 Hong Kong 4.32 Bolivia 3.35
England 4.65 Italy 3.79 Kuwait 4.21 Japan 4.07 Argentina 3.65
Ireland 4.30 Portugal 3.91 Morocco 3.65 Singapore 5.31 Colombia 3.57
New Zealand 4.75 Spain 3.97 Qatar 3.99 South Korea 3.55 Costa Rica 3.82
South Africa (W) Swiss (French) Turkey 3.63 Taiwan 4.34 Ecuador 3.68
4.09 4.98
Australia 4.39
El Salvador 3.62
Guatemala 3.30
Mexico 4.18
Venezuela 3.44
Source: Academy of Management Perspectives, 20, (1), 67–90 (2006). Reprinted by permission.
Source: Javidan, M. et. al. In the Eye of the Beholder: Cross Cultural development work. In W. Mobley & P. Dorfman
Lessons in Leadership from Project GLOBE. Academy of Manage- (Eds.), Advances in global leadership (Vol. 3). Oxford:
ment Perspectives, 20, (1), 67-90 (2006). Reprinted by permission of JAI Press.
the CCC.
4. Black, J. S., Morrison, A. J., & Gergersen, H. B. 1999.
ENDNOTES Global explorers: The next generation of leaders.
New York: Routledge; Rheinsmith, S. H. 1996.
1. House, R. J., Hanges, P. J., Ruiz-Quintanilla, S. A., A manager’s guide to globalization. Chicago: Irwin;
Dorfman, P. W., Javidan, M., Dickson, M., et al. 1999. Osland, J. S. 1995. The adventure of working
Cultural influences on leadership and organizations: abroad: Hero tales from the global frontier. San
Project globe. In W. F. Mobley, M. J. Gessner & Francisco: CA: Jossey-Bass, Inc.; Black, J. S.,
V. Arnold (Eds.), Advances in global leadership (Vol. 1, Gergersen, H. B., Mendenhall, M. E., & Stroh L. K.
pp. 171–233). Stamford, CT: JAI Press. 1999. Globalizing people through international
assignments. Reading, MA: Addisson-Wesley;
2. Gregersen, H. B., Morrison, A. J., & J. S. Black. 1998. Mobley, W. H. & Dorfman, P. W. 2003. Advances
Developing leaders for the global frontier. Sloan in global leadership. In W. H. Mobley & P. W.
Management Review, Fall: 21–32. Dorfman (Eds.), Advances in global leadership
(Vol. 3). Oxford: JAI Press.
3. Hollenbeck, G. P. & McCall, M. W. 2003. Competence,
not competencies: Making global executive
Copyright 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Chapter 14 Global Human Resource Management | 651
5. Gergerson, H. B., Morrison, A. J., & Mendenhall, M. E. 16. Millman, J. Trade wins: The world’s new tiger on the
2000. Guest editors. Human Resource Management export scene isn’t Asian; it’s Mexico. Wall Street Jour-
Journal, 39, 2&3, 113–299. nal, p. A1. May 9, 2000.
6. Morrison, A. J. 2000. Developing a global leadership 17. Smith, P. B. & Peterson, M. F. 1988. Leadership,
model. Human Resource Management Journal, 39, organizations and culture: An event management
2&3, 117–131. model. London: Sage.
7. Kiedel, R. W. 1995. Seeing organizational patterns: 18. Smith, P. B. 2003. Leaders’ sources of guidance and the
A new theory and language of organizational design. challenge of working across cultures. In W. Mobley & P.
San Francisco: Berrett-Koehler. Dorfman (Eds.), Advances in global leadership (Vol. 3,
pp. 167–182). Oxford: JAI Press; Smith, P. B., Dugan, S.,
8. Pucik, V. & Saba, T. 1997. Selecting and developing & Trompenaars, F. 1996. National culture and the values
the global versus the expatriate manager: A review of of organizational employees: A dimensional analysis
the state of the art. Human Resource Planning, 40–54. across 43 nations. Journal of Cross-Cultural Psychology,
27(2), 231–264.
9. Wills, S. 2001. Developing global leaders. In P. Kirkbride &
K. Ward (Eds.), Globalization: The internal dynamic. 19. Hazucha, J. F., Hezlett, S. A., Bontems-Wackens, S., &
Chicester: Wiley, 259–284. Ronnqvist. 1999. In search of the Euro-manager:
Management competencies in France, Germany,
10. Bass, B. M. 1997. Does the Transactional- Italy, and the United States. In W. H. Mobley, M. J.
Transformational Leadership Paradigm Transcend Gessner & V. Arnold (Eds.), Advances in global lead-
Organizational and National Boundaries? American ership (Vol. 1, pp. 267–290). Stamford, CT: JAI Press.
Psychologist, 52(2), 130–139.
20. Javidan, M. & D. Carl. 2004. East meets West. Journal
11. Hofstede, G. 1980. Culture’s consequences: Interna- of Management Studies, 41:4, June, 665–691; Javidan,
tional differences in work-related values. New Bury M. & Carl, D. 2005. Leadership across cultures: A
Park, CA: Sage; Hofstede, G. 2001 Culture’s Conse- study of Canadian and Taiwanese executives, Man-
quences: Comparing values, behaviors, institutions, agement International Review, 45(1), 23–44.
and organizations across nations. 2nd ed. Thousand
Oaks, CA: Sage; Trompenaars, F. & Hamden-Turner 21. House, R. J., Wright, N. S., & Aditya, R. N. 1997.
C. 1998. Riding the waves of culture. 2nd ed. New Cross-cultural research on organizational leadership: A
York: McGraw-Hill; Kluckhohn, F. R. & Strodtbeck, F. critical analysis and a proposed theory. In P. C. Earley
L. 1961. Variations in value orientations. New York: & M. Erez (Eds.), New perspectives in international
Harper & Row. industrial/organizational psychology (pp. 535–625).
San Francisco: The New Lexington Press.
12. House, R. J., Hanges, P. J., Javidan, M., Dorfman, P. W.,
& Gupta, V., & GLOBE Associates. 2004. Leadership, 22. Chemers, M. M. 1997. An integrative theory of lead-
culture and organizations: The globe study of 62 societies. ership. London: Lawrence Erlbaum Associates; Smith,
Thousand Oaks, CA: Sage Publications, Inc. P. B. & Peterson, M. F. 1988. Leadership, organizations
and culture: An event management model. London:
13. Morrison, A. J. 2000. Developing a global leadership Sage.
model. Human Resource Management Journal, 39,
2&3, 117–131. 23. Shaw, J. B. (1990). A cognitive categorization model
for the study of intercultural management. Academy of
14. Laurent, A. 1983. The cultural diversity of western Management Review, 15(4), 626–645.
conceptions of management. International Studies of
Management and Organization, 13(2), 75–96; Trom- 24. Lord, R. G. & Maher, K. J. 1991. Leadership and
penaars, F. 1993. Riding the waves of culture: Under- information processing: Linking perceptions and per-
standing cultural diversity in business. London: formance (Vol. 1). Cambridge, MA: Unwin Hyman.
Breatley; Briscoe, D. R., & Shuler, R. S. 2004. Interna-
tional human resource management. 2nd ed. New 25. House, R. J., Hanges, P. J., Ruiz-Quintanilla, S. A.,
York: Routledge. Dorfman, P. W., Javidan, M., Dickson, M., et al. 1999.
Cultural influences on leadership and organizations:
15. Davis, D. D. & Bryant, J. L. 2003. Influence at a dis- Project GLOBE. In W. F. Mobley, M. J. Gessner &
tance: Leadership in global virtual teams. In W. H. V. Arnold (Eds.), Advances in global leadership (Vol. 1,
Mobley & P. W. Dorfman (Eds.), Advances in global pp. 171–233). Stamford, CT: JAI Press.
leadership (Vol. 3, pp. 303–340). Oxford: JAI Press.
Copyright 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
652 | Part 2 Implementation of Strategic Human Resource Management
26. In addition to the aggregated raw (i.e., absolute) scores 33. Rosen, R. Global Literacies. Simon and Schuster, 2000.
for CLTs provided in Table 2, we also computed a
response bias corrected measure as an integral part of 34. Black, J. S. & Gergersen, H. B. 2000. High impact
the analysis strategy. We referred to this measure as training: Forging leaders for the global frontier. Human
the relative measure because of a unique property Resource Management Journal, 39 (2&3), 173–184.
attributed to this procedure. These relative CLT scores
indicate the relative importance of each CLT leader- 35. Oddou, G., Mendenhall, M. E., & Ritchi, J. B.
ship dimension within a person, culture, or culture Leveraging travel as a tool for global leadership devel-
cluster. This procedure not only removed the cultural opment. Human Resource Management Journal, 39,
response biases, but it also had the advantage of illus- 2&3, 159–172.
trating the differences among the cultures and the
clusters. Along with ranking the clusters with absolute 36. Dastmalchian, A. & Kabasakal, H. 2001. Guest editors,
CLT scores, we used this relative measure to compare special issue on the Middle East, Applied Psychology:
the relative importance of each CLT dimension among An International Review. Vol. 50(4); Javidan, M. &
cultures. Ranking of clusters using both types of scores House, R. Spring 2002 Guest editors, special Issue on
are presented in Table 3. We should point out that the GLOBE. Journal of World Business, Vol. 37, No, 1;
correlation between the absolute and relative measures Peterson, M. F. & Hunt, J. G. 1997. Overview: Inter-
is close to perfect—above .90 for all of the CLT lead- national and cross-cultural leadership research
ership dimensions. Computational procedures for this (Part II). Leadership Quarterly, 8(4), 339–342.
measure are detailed in House et al. 2004.
37. For more information, see Mendenhall, M. E. & Stahl,
27. Cullen, J. B. 2002. Multinational management. A stra- G. K. Expatriate training and development: Where do
tegic approach. (2nd ed.). Cincinnati, OH: South- we go from here? Human Resource Management
Western Thomson Learning. Journal, 39, 2&3, 251–265.
28. Bossidy, L. & Charan, R. 2002. Execution: The disci- 38. Black, J. S., Morrison, A. J., & Gergersen, H. B. 1999.
pline of getting things done. New York: Crown Business Global explorers: The next generation of leaders. New
Books. p. 103. York: Routledge.
29. Hallowell, R., Bowen, D., & Knoop, C. 2002. Four 39. Dodge, B. 1993. Empowerment and the evolution of
Seasons goes to Paris, Academy of Management Exec- learning, Education and Training. 35(5), 3–10; Sher-
utive, 16(4), 7–24. man, S. 1995. How tomorrow’s best leaders are learn-
ing their stuff. Fortune, 90–106.
30. Hallowell, Ibid.
40. Conner, J. Developing the global leaders of tomorrow.
31. Dayal-Gulati, A. 2004. Kellogg on China: Strategies for Human Resource Management Journal, 39, 2&3,
success, Northwestern University Press. 147–157.
32. De Mente, Boye Lafayette. 2000. The Chinese have a 41. Black, J. S., Gergersen, H. B., Mendenhall, M. E. &
word for it: The complete guide to Chinese thought and Stroh, L. K. 1999. Globalizing people through interna-
culture. Chicago, IL: Passport Books. tional assignments. Reading, MA: Addisson-Wesley.
Copyright 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Chapter 14 Global Human Resource Management | 653
READING 14.2
Cross-Cultural Management and Organizational
Behavior in Africa
Erika Amoako-Agyei
For Western operations to succeed in Africa, foreign executives the African cultural value system (Shonhiwa, 2008)—and
must embrace cross-cultural management skills as part of a its direct impact on business practices and organizational
broad strategic focus. This article examines culture as the behavior. It is of critical importance to note that there is
crucial dimension to forging strong social, economic, and no “one” African culture or society. Africa is vast, compris-
diplomatic ties between Africa and the Western world. To ing 54 independent nations, 900 million people, and 3,000
globalize successfully into the African marketplace, the ethnic groups speaking more than 1,000 indigenous
effective cross-cultural manager must have an in-depth languages—in addition to the six European languages
understanding of the African cultural value system. By (English, French, Portuguese, German, Spanish, and Ital-
analyzing African conventions, whose norms differ greatly ian) carried over from prior colonization.
from Western culture, this article clarifies the key roles that
African culture plays in management methods, organiza- This article will focus on the behavioral patterns and
tional behavior, and business practices in the sub-Saharan social customs of the people in the sub-Saharan region,
region. © 2009 Wiley Periodicals, Inc. which includes all of Africa except North Africa—Tunisia,
Algeria, Morocco, Libya, and Egypt—the five northern
Introduction nations bordering the Mediterranean. Although these nations
are geographically in Africa, their culture and customs have
For the Western manager, there are few destinations on been influenced by the Arab world.
earth that present more cultural differences than sub-
Saharan Africa. Yet, to be successful in African commercial Sub-Saharan Africa is the world’s fastest-growing
environments, it is crucial to understand the role culture region. It is culturally complex and commonly referred
plays in business development and relationship building. to as “black” Africa. Certainly, sub-Saharan Africans
What may be acceptable in Europe or North America may share many cultural elements, but with enormous varia-
be offensive in Africa. Many of the goals may be the same, tions. Ghana is not Angola, and Angola is not Tanzania.
but the business styles and ways of communication are Differences exist not only among countries, but within
likely to differ greatly. For example, questioning a supervi- countries as well. In spite of the differences, however,
sor in Europe or North America may be considered accept- there are some basic cultural understandings and broad
able, demonstrating ambition and intelligence. By contrast, principles that have been shared among the people of
the same behavior in Africa may be viewed as rude and Africa for centuries. These common beliefs and core cul-
disrespectful. Discerning the difference will come easily to tural values transcend national boundaries, languages, and
the expatriate manager well grounded in the complexity of ethnicities and form a fundamental cultural unit. Building
core African cultural values and social norms commonly on that common ground, this article adopts cultural gen-
found in local commercial environments. eralizations to make cross-cultural comparisons, not to
oversimplify or deny the complexity of cultural patterns
A Continent of Diversity in Africa but to offer a basic understanding from which
Westerners may build business relationships and avoid
To globalize successfully into the African marketplace, cultural misunderstandings.1
Western business leaders must understand what is cultur-
ally expected of them. For the effective cross-cultural man- Economic Outlook
ager, this includes developing an in-depth understanding of
Is it possible to think of Africa as the next frontier for major
Published online in Wiley InterScience (www.interscience.wiley.com). business opportunity? To many Western business leaders,
© 2009 Wiley Periodicals, Inc. • DOI: 10.1002/tie.20270 Africa is a poor and unstable region with chronic political
hotspots and little to offer. Despite the continent’s obvious
Copyright 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
654 | Part 2 Implementation of Strategic Human Resource Management
problems, the development needs of modern Africa provide around ethnic affiliation. In the business office, the expatriate
many opportunities for Western business and volunteer manager will need to tread carefully around personal questions
groups. On a global scale, there is a growing recognition of as conversation starters, particularly as they may relate to eth-
Africa as a major destination with vast stores of untapped nicity. Such questions should be asked only after mutual trust
opportunity, proven oil reserves, and critically important has been developed. Identity among “black” Africans is based
mineral resources, such as gold, diamonds, chromium, and on ethnicity and linguistic and geographic affiliation as
copper. opposed to race or nationality (as defined by colonial borders).
For example, “ethnically speaking,” an African may be (in this
Adding to that, prime examples of Africa’s promising order) Akyem (ethnic group), Akan (linguistic group),
and positive economic potential lie within the tourism Ghanaian (nationality), West African (regional affiliation),
and telecommunications sectors. To the surprise of and African (ancestral origin) all at once.
many, Africa is the fastest-growing market worldwide for
international tourism and telecommunications. Led by Awareness of these distinctions is essential in designing
Kenya, South Africa, and Mozambique, the continent has strategies for dealing effectively with local counterparts.
consistently outperformed the world as a whole in terms Throughout much of sub-Saharan Africa, diversity is not
of the growth rate of international tourist arrivals, about race, especially since well over 90% of the population
increasing its share from 1.5% in 1970 to a record high of is black African. Diversity, instead, is based on membership
10.6% in 2006 (Zimmerman, 2008). Furthermore, the con- in a variety of ethnic groups. In Ghana, for example, there are
tinent has the fastest-growing mobile telephone market in five major ethnic groups in the urban south alone, including
the world, making it the first place where mobile phone the Akan (Fante and Ashanti), Ewe, and Ga peoples.
subscribers have outnumbered fixed-line subscribers And there are well over 50 other smaller ethnic groups dis-
(Watson, 2007). persed throughout the rest of the country. Southern Ghana is
home to the economic center of the country. Subsequently,
Between the continent’s burgeoning trade with China much of the political power is in the south. Being aware of
(growing at 40% a year) and its steadily growing economy language differences, status differences, various ethnic per-
(above 5%) and multiple stock markets boasting some of ceptions, and stereotypes in the country make a competitive
the world’s highest rates of return, there is an undeniable advantage possible when operating in this market. This type
sense that over the next decade Africa is finally positioned of awareness offers deeper insight into a new client base, and
to take its place in the global economy. These figures cross-cultural training prior to arriving in a country can
challenge Western companies and individuals to reassess guide businesspersons toward cultural sensitivity in this
broad stereotypes and globalization strategies. But for environment.
Western operations to work successfully in Africa, foreign
executives must embrace cross-cultural management skills The need to diversify business partners can be a crit-
as an integral part of a broad strategic focus. ical task—not just diversity in competency or ability, but,
more important, by the various ethnic groups; cultural
Today more than ever, successful business travel awareness here can make all the difference. Choosing
requires cultural awareness and effective cross-cultural business partners to represent a company to the general
communication skills. Yet, many executives, volunteers, populace is a very sensitive issue. Many business partners
and expatriates are often sent into foreign markets with of a Western company in Africa are likely to be family-
little or no understanding of their host culture. While owned enterprises, members of the elite classes, and be
it’s true that travel builds bridges, the only way to effec- operated by members of certain ethnic groups. By putting
tively communicate across cultural boundaries is by company representation in the hands of ethnic groups
acquiring a thorough understanding of the cultures one (e.g., Ewe, Ga, Nzema, Kwahu, Akwapim, Fante, and
encounters. With an increasingly competitive business Ashanti) that cut across the general population, a com-
environment, it is important to develop a tailored pany might attain more power to influence the buying
approach in working with management teams from new decisions of companies and consumers in this environ-
or unfamiliar cultural environments. International man- ment. This strategy can enable a company to capture mar-
agers must recognize that what may be considered unac- ket share, boost sales, and increase margins.
ceptable conduct in one society could be considered
normal or even praised in another. In the same way that a company should leverage its cul-
tural awareness, it is also possible to leverage the various eth-
Breaking Into Africa: Developing a nic backgrounds of the ownerships of local companies. This
Tailored Approach will diversify the company’s presence, expand its commercial
reach, and broaden the client base, which, ultimately,
Of all continents, Africa is the most heterogeneous— increases the bottom line. An expatriate manager, moving
linguistically, culturally, and ethnically. Consequently, in the among local business partners, a home corporation, and Afri-
modern business world, identity in Africa can be a complex can business and multinational clients, becomes the focal
and sensitive issue. Primarily, identity in Africa still revolves point for ensuring effective communication across all cultural
Copyright 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Chapter 14 Global Human Resource Management | 655
boundaries. This responsibility is as critical as managing daily management paradigm needs to adapt to, and value, African
business activity. management strategies as being equally important as those of
Western countries. To gain insight into the cultural intrica-
In the same way that a company should leverage its cul- cies of managing in Africa, it is useful to analyze the princi-
tural awareness, it is also possible to leverage the various ples that guide African management methods. Eight key
ethnic backgrounds of the ownerships of local companies. principles have emerged from research that summarizes
management tools used in African commercial environ-
Pointer ments. These are essential to understanding local organiza-
tional management (Mthembu, 1996). Hence, effective
As a rule, it is wise to tread cautiously when discussing leadership in the African firm requires the integration of
ethnic-related matters. Since ethnic identity is significant the following eight business principles:
to many Africans, etiquette demands respect for ethnic
affiliations and sensitivity to issues surrounding them. For the Western manager of an Africa-based firm to deal
Due to complex histories of ethnic strife, Africans them- effectively across culture lines, the dominant Western man-
selves may engage in disparaging remarks along ethnic agement paradigm needs to adapt to, and value, African
lines. For an expatriate manager, however, careless ques- management strategies as being equally important as
tioning of ethnic identity—through ignorance or deliber- those of Western countries.
ate intention—can be an irreversible breach of etiquette.
1. Collective Solidarity: Employee teams work most effec-
Issues in Cross-Cultural Management tively, achieving cohesiveness and solidarity, by working
toward a common purpose (Mbigi, 1995). Thus, African
Throughout the world, business practices are extensions of enterprises are often communal, interdependent, family-
culture—and in African society, this is especially true. Africans run, and family-oriented (Fadiman, 1994). Africans are
have an acute sense of solidarity and communal life. A clear motivated to work in teams and are loyal to their own
perspective of this value will provide deep insights into the prin- group.
ciples that drive business practices, behavior patterns, and com-
munication structures. To the surprise of many, Africans have 2. Group Significance (Ubuntu): Ubuntu means that
their own distinct systems of commercial management uniquely humanity is a shared value in which personhood exists
rooted in their own traditions and ideals. Many African firms within a group context, only insofar as a person values
are often structured like African families—reflecting the others. Rooted in that same principle, modern African
regional history, ethnic origins, linguistic structure, and even firms are structured so that every team member is
the family background of their founders (Fadiman, 1994). given a meaningful role to play. Concern evolves around
team rather than individual interests. Personal achieve-
A separate set of distinct principles guides local business ment is underplayed in favor of group achievement
managers and leads to specific behavior appropriate to Afri- (Booysen, 1999).
can commercial settings. These same qualities are expected of
a nonlocal expatriate manager or supervisor. As a result, 3. Harmony and Social Cohesion: Emphasis is placed on
knowledge of these principles is not only helpful, but critical, maintaining peace and keeping conflict to a minimum
to success in dealing with African organizations. by promoting internal, communal, and familial harmony
(Shonhiwa, 2008). Thus, interconnectedness and com-
In South Africa, (black) African scholars often state that munal relationships, dignity, and mutual respect are
central to African management principles is the concept of very highly valued (Lassiter, 1999).
Ubuntu2 (Mbigi, 1995). Ubuntu has been said to form the
basis of African management philosophy and is often sum- 4. Consensus: Emphasis is placed on collective decision
marized as “humanity toward others.” It is based on the making. Conformity, collaboration, and cooperation are
premise that everyone and everything is interconnected. encouraged (Booysen, 1999). Competition is discour-
What hurts you hurts me. What heals you heals me. Other aged, as is individuality.
management tools used in African commercial environments
include paternal leadership, consultation, and cohesive 5. Consultation: Group participation is strongly empha-
groups—all key to managing people in Africa. sized, as are mutual understanding, joint problem solv-
ing, and honoring the collective wisdom of all team
Eight Principles of Modern African members.
Management
6. Local Time (or “African” Time): In Africa, time standards
For the Western manager of an Africa-based firm to deal are ambiguous, and thus require flexibility on the part of
effectively across culture lines, the dominant Western non-African managers. Western time restrictions and
deadlines do not apply. An African manager welcoming
a business counterpart will take ample time, before busi-
ness, to form a personal connection or relationship. This
Copyright 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
656 | Part 2 Implementation of Strategic Human Resource Management
may include elaborate evening meals, invitations to These principles can be treated as behavioral ideals,
social events, and, possibly, even traditional ceremonies. toward which most African business leaders aspire. Thus,
Inquiries will be made about travel to Africa and motives they serve as a model against which they actually conduct
for coming to Africa, about personal interests and business. At the same time, they give deeper insight into the
background—all in an effort to gain insight into unfamil- traditional value system on which African culture is based.
iar value systems and find compatibility for a mutually
trusting, long-term business relationship. Dimensions of Culture
7. Paternal/Maternal Leadership: African firms are often
structured like African families and, therefore, organiza- To describe some dominant thinking and value systems found
tional leaders (managers, supervisors, and owners) tend in African societies, it is useful to incorporate some of the
to behave with paternal (or maternal) responsibility cultural dimensions developed by Dutch anthropologists Hof-
toward their staff members. An African business leader stede (2000) and Trompenaars and Hampden-Turner (1998),
is expected to be more supportive and even somewhat who both conducted leading studies of cross-cultural manage-
intrusive, providing advice on matters both personal ment. The dimensions (Table 1) provide a useful framework
and professional, which would be considered inappropri- for comparing African and Western cultural values.
ate in Western business environments. Leaders are also
expected to be more parental by nature, working to African Collectivism vs. American Individualism
maintain group harmony, solve employees’ personal Hofstede contrasted collectivism and individualism. Is it the
problems, and generally be considerate and helpful goal of individuals to enhance their own position or the
(Booysen, 1999). Leaders will strive to exhibit the capac- advancement of their group (community or corporation)? In
ity to facilitate collective decision making, in addition to the United States, Canada, Western Europe, Australia, and
exercising strong listening and problem-solving skills. New Zealand, the dominant culture is individualistic, while
Leaders will also respect and encourage groups’ collectivism predominates in Africa. This is one of the funda-
loyalties. mental differences between African and Western cultures—the
8. Age and Authority: It is important for Western business extent to which members identify with the group rather than
managers to always consider a person’s age when doing themselves as individuals. Individualism refers to cultures in
business in Africa (Fadiman, 1994). Within a business which people see themselves first as individuals and believe
relationship, age is an essential component in Africa. that their own interests take priority over those of the groups,
Advanced age is inherently equated with authority, busi- while collectivism refers to societies in which individuals iden-
ness wisdom, rank, title, and experience. Thus, an older tify primarily as members of the group and believe that the
person automatically holds a certain level of superiority, group’s interests take priority over their own. In collectivist
regardless of rank, title, or education. cultures, such as those found in Africa, the group is valued
above the individual. People in collectivist societies think nat-
Pointers urally in terms of “we” rather than “I.” Furthermore, collectiv-
ist societies value social relations over individual performance.
• A wise strategy for Westerners is to make a special
effort to acknowledge the elders of their business host. In many African business settings, collectivism is
This may include seeking their input first on an issue as reflected in teamwork, discouragement of competition
a show of respect for their experience and established among individuals, encouragement of conformity, collective
place within the organization. A subtle show of humility decision making, cooperation, and collaboration. Group con-
and respect such as this goes a long way in relationship formity and commitment is maintained at the expense of
building. Additionally, since rank and authority are personal interests. Personal achievement is underplayed (in
highly respected, it is useful to acknowledge the host’s favor of group achievement). Shame is often used to achieve
authority and recognize company seniority. behavioral goals. Harmony, getting along, and saving face are
seen as crucial. Even more, harmony is valued above honesty
• The time invested in building relationships in the or truth, and silence more than speech. Overall, success is
beginning will deliver more returns in the long run achieved in groups.
than technical or industry know-how. Managers
should refrain from time-limited, transactional views As one Kenyan scholar, John Mbiti, puts it, “Whatever
of African clients, as this will be counterproductive. happens to the individual happens to the whole group, and
The goal in initial encounters should be, rather, to whatever happens to the whole group happens to the individ-
build a long-term, mutually supportive, mutually ual. The individual can only say: ‘I am, because we are; and
beneficial, and mutually trusting relationship. since we are, therefore I am.’ This is a cardinal point in the
understanding of the African view of man” (Lassiter, 1999).
Table 2 expands on how these differences impact man-
agement styles and business practices. It also supports the
Copyright 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Chapter 14 Global Human Resource Management | 657
Western Cultural Values Table 1
Dimensions of Culture: Value Differences Between Western
Individualism and African Cultures
Achievement
Equality/Egalitarianism African Cultural Values
Winning
Guilt (internal self-control) Collectivism/Group
Pride Ascription/Modesty
Respect for results Hierarchy
Respect for competence Collaboration/Harmony
Time is money Shame (external control)
Action/Doing Saving face
Systematic/Mechanic Respect for status/Ascription
Tasks Respect for elders
Informal Time is life
Directness/Assertiveness Being/Acceptance
Future/Change Humanistic
Control Relationship/Loyalty
Verbal Formal
Low power distance Indirectness
Quantity-oriented Past/Tradition
Fate
Nonverbal
High power distance
Quality-oriented
claim that management philosophies typically evolve in har- In Africa, wealth is counted not only in currency, but in the
mony with the cultures within which they function (Hof- number of people to whom you are closely linked. The idea is
stede, 2000). that in times of need there is reliability within your social
network—that within networks, members will aid one
In both personal and professional spheres, Africans have another on request (Fadiman, 1994).
a more communal way of doing things and exhibit a strong
preference for joint problem solving. Whereas most Wester- Where Management Techniques Differ: Performance
ners are oriented toward competition and higher profits, Reviews
Africans are oriented toward cooperation and building Employee evaluations are a specific area where differences in
long-term relationships. For example, in African firms, new cultural values have a deep impact on management styles. It
clients, like new employees, represent new relationships. Each is useful to examine the performance evaluation, ubiquitous
new relationship represents an extension of that firm’s com- in Western businesses, to illustrate the differing cultural
mercial reach, and thus its economic security. When Amer- assumptions in American and African business culture.
icans expand their business, they promote economic security
by seeking new sources of long-term profit. When Africans In the United States, an individualistic society, perfor-
expand their business, they seek new long-term relationships. mance reviews are periodic, one-on-one interviews, where
Copyright 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
658 | Part 2 Implementation of Strategic Human Resource Management
Table 2
Collectivism vs. Individualism
African Culture: Collectivism Western Culture: Individualism
Cooperation, collaboration, and interdependence Individual rights (privacy), independence
Concern for group interests Self-interest
Conformity Self-actualization, self-realization, self-government, and
Personal achievement underplayed (in favor of group freedom
achievement) Motivation based on personal achievement
Cohesive groups, unquestioning loyalty, group Loose ties, strong private opinions, pursuit of individual
consensus goals
Harmony, maintaining social relationships, subdued Honesty/truth, lack of social relationships, strong privacy
controversy rights, personal time, controversial argumentative
speech
Mastery of skills, training
Use shame to achieve behavioral goals Personal challenge, material rewards
Older, wise, experienced leaders Use guilt to achieve behavioral goals
Encourage teamwork, discourage individual Youth and action
Competition among employees for recognition and
competition
reward
the work performance of a subordinate is openly examined relationships. Since contact with the employee is often
and discussed between manager and employee. This process through his or her family, African managers are expected to
helps to identify an employee’s strengths, weaknesses, and be more paternal and supportive (Booysen, 1999). Aware of
opportunities for improvement, as well as to manage career their obligations to the community and to the extended fam-
goals. The objective is to let managers and employees openly ily, the African manager will typically not resort to firing an
communicate—to share ideas, opinions, and information. In employee, outright, for nonperformance. Socially and finan-
individualist countries, therefore, the ability to communicate cially, the communal consequences may be far greater and
“bad news” and conduct objective performance reviews with longer-lasting than the act itself. This is especially true if
subordinates is considered a key skill for a successful the employee was hired based on family obligations (nepo-
manager. tism) or as a favor to a respected community member—an
elder, senior political official, or anyone with whom the com-
But in collectivist cultures, such as those in sub-Saharan pany has close ties (Fadiman, 1994).
Africa, the expatriate manager has to bear in mind that
discussing an employee’s performance, weaknesses, short- Indeed, team members may go so far as to protect the
comings, or abilities openly with the employee is likely to nonperformer, when necessary, by sharing or dividing his or
cause embarrassment and clash head-on with the society’s her responsibilities among themselves (Booysen, 1999). For
harmony norm. Moreover, this may be felt by the subordi- these reasons, African societies will generally use more subtle,
nate as an unacceptable loss of face. indirect ways of communicating feedback, such as through
the withdrawal of a normal favor or verbally through a mutu-
African cultures have long endorsed more indirect styles ally trusted intermediary. Additionally, the use of shame—
of communication to protect the image of the other and pro- reminding the employee of his or her failure to uphold family
mote trouble-free relationships. This show of concern for a honor—may be used as another way to guide employee
team member continues to serve as a useful management tool behavior.
in maintaining harmony and preserving significant social
Copyright 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Chapter 14 Global Human Resource Management | 659
Pointer job responsibilities. From a local viewpoint, the African
may feel unacknowledged by the direct approach—and
As a rule, managers should reward teams and not indi- thus, purposely disregarded—before getting down to
viduals. An effective way to deal with performance eva- what he or she considers “secondary matters.” Such an
luations in African collectivist societies is to direct all approach is viewed as a direct insult to the African.
feedback to team performance rather than individual Take time to greet your colleague first.
performance (Booysen, 1999).
High Power Distance vs. Low Power Distance American Businesses in Africa
Generally speaking, many businesses and expatriate man-
Power distance describes the degree to which large status dif- agers fail on the global market by incorrectly assuming that
ferences exist among people in a society and the extent to their ways of conducting business will be easily adaptable the
which these differences in power are accepted. The high world over, and that issues like time consciousness, negotia-
power distance characterizing African culture shapes the behav- tion styles, and social formality are simple matters of com-
ior of professionals, elders, subordinates, and youth in impor- mon sense. However, studies show that roughly 25% of U.S.
tant ways. People of lower status show much higher deference managers and an estimated 14% of British managers fail in
toward those of authority or senior status than is typical in the their assignments abroad—notwithstanding their functional
West. High power distance creates a web of social expectation. business expertise in marketing, accounting, finance, and
Traditional upbringing instills from childhood the acceptance other areas (Marx, 1999). Accounting for much of their fail-
of absolute authority on the part of parents, teachers, bosses, or ure is their inability to adapt to new cultural environments.
anyone seen as socially superior. Since age and experience are
esteemed, it is often considered inappropriate to question or The question becomes, then, how does an American
challenge a teacher, supervisor, or any member of the profes- manager of an Africa-based firm learn to deal effectively across
sional elite. This social custom reinforces conformity and car- cultural lines? In developing a plan for market entry into
ries over to the business world in distinctive ways. Africa, it is good strategy to identify in advance what is cultur-
ally expected (Table 3). Conducting business in Africa is com-
Unlike the Western world, where young executives will plex and tends to be a long process because traditional African
openly question their way through the learning curve, young culture is based on investing unlimited time in building long-
African executives will avoid questioning or even comment- term and mutually trusting relationships. In contemporary
ing on a decision of their superiors, even if they totally dis- African society, this traditional principle is infused in business
agree with it. At the same time, most superiors will likely not culture. But once relationships are established, business ties
accept such questioning from subordinates. tend to be fruitful and long-lasting. When an American man-
ager is dealing with business practices that differ greatly from
As all authority resides in the company’s superior, there those of the home culture, it is useful to consider two ques-
is very limited, if any, delegation of authority, particularly in tions when designing business and communication strategies
smaller firms. Thus, delegation of responsibility normally to deal effectively with African counterparts:
takes the form of assignment of specific tasks, which are car-
ried out in constant consultation with one’s superior. This • Where are the gaps widest between the American cultural
limits the young executive’s responsibility to carrying out framework and that of Africa?
instructions. Contrary to young American executives, most
African subordinates prefer this approach—especially during • Where does communication threaten to break down due
their early professional training—as it saves them from mak- to cultural differences?
ing errors and losing face.
Pointer Pointer
An American manager walks into an office and thinks In America, greetings are generally quite informal. Typ-
nothing of saying point blank “I need this or that” to an ically, this is not intended to show a lack of respect, but
African employee. In American society, this swift rather a manifestation of the American belief that
approach may be an honest attempt to not waste the everyone is equal. However, an American’s easy-going
other person’s time, thereby getting straight to the approach can be mistaken as evidence that they do not
point. The manager may wonder why the African consider either the interaction or the people they are
employee is slow to respond and perhaps appears hos- dealing with to be important. In Africa, greetings are
tile even though providing assistance may be part of his an essential aspect of local culture. Never ask anyone a
Copyright 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
660 | Part 2 Implementation of Strategic Human Resource Management
Table 3
Business Cultures: African vs. Americana
African American
Consensus-driven Time-driven
Deference to seniority Glorifies youth
Hierarchical Individualism
Slow-paced Fast-paced
Relationships based on rapport, trust, friendship Relationships based on “bottom line,” best deal, best service
aIn the sub-Saharan region, South Africa may be the one exception here. Due to the country’s complex amalgam of several cultures
and subcultures, the dominant management practices are, for historical reasons, Western (Booysen, 1999).
Source: Booysen (1999); Fadiman (1994); Shonhiwa (2008).
question without first greeting him. Always start with feelings of others. To avoid causing problems, Africans will
“good morning,” “good afternoon,” or “hello” and often use metaphors, analogies, and stories to make a point.
then proceed. Launching straight into a request is con- Moreover, they may attempt to qualify what they say so that
sidered rude, as is the failure to greet someone. the message is delivered with sensitivity. In general, Africans
are uncomfortable with blunt statements. This often leads to
Two Corporate Cultures evasive replies, incomplete answers, and “white lies.” To an
American executive trained to interact with directness, open-
Consensus-Driven vs. Time-Driven ness, and, above all, honesty in business dealings, this seem-
Throughout Africa, consensus is crucial in decision making. ing lack of transparency can be disconcerting and
In many African organizations, particularly smaller ones, the problematic. Therefore, it is important for the American
entire team must be brought on board and consulted on manager of an Africa-based firm to convey to local subordi-
almost everything before a decision is made. The process nates that admitting to a mistake will not cause them to lose
can take as long as required, without a time limit, to reach face in the eyes of the American boss. Rather, they are more
decisions that satisfy everyone. This need for reaching con- likely to lose that respect and trust by dodging questions and
sensus is one reason why it may appear so difficult to get being found out later. Furthermore, American managers may
things done. In African terms, reaching a decision through wish to moderate their delivery style and read between the
consensus has the advantage of taking into account all rea- lines to discern what is really being said.
sons for concern or disagreement, whereas the Western style
of “majority rule” does not (Fadiman, 1994). Thus, the pace Understanding the African principle of maintaining har-
of business is much slower, and closing a deal, especially a mony at almost any cost in interpersonal relationships will
first transaction, will likely require multiple meetings or trips. serve the Western executive well. An American must under-
This custom of consultation, even though there is a great stand the degree to which Africans will resist opening up
degree of hierarchy, is a key African value and is summarized without first being personally close. If the relationship is inti-
in the Ghanaian proverb, “When a king has good counselors, mate, the communication style will become more direct. But
his reign is peaceful.” for newly established and more formal relationships, the use
of tact and diplomacy will be of utmost importance—
Harmony Trumps Frankness particularly in getting at the truth. Because Africans, gener-
In African culture, saving face is highly valued. Direct and ally, are harmony-seeking, many will avoid saying negative
frank communication is not the norm in most parts of the things to maintain harmony and save the embarrassment
sub-Saharan region. Every action and every response is con- and humiliation of others. In addition, Africans will often
ditioned by the need to avoid offending or hurting the not say things as they are, and it is generally accepted that
one does not “have” to say everything. The right approach
will cement a mutually trusting relationship and avoid alien-
ating African subordinates.
Copyright 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Chapter 14 Global Human Resource Management | 661
Pointer • Get all agreements in writing. A verbal “yes” may
have been given out of politeness and may not
American managers should resist outright criticisms. An be considered binding. “Maybe” or “we will see”
African subordinate is very likely aware of a mistake, but generally means no.
expressing it explicitly creates shame and is likely
to make them withdraw in embarrassment. Rather, The African practice of yielding to the will of a senior
American executives may consider turning the tables by person out of courteous respect can be difficult for the West-
admitting to a mistake of their own, thereby showing ern businessperson to deal with, as it often stifles progress. In
vulnerability, as this will model the human side of the African business settings, exceptionally talented youth often
executive as well as the desired behavior. Additionally, are not taken seriously because youth may be viewed as lack-
in order to balance the many situations that may require ing in business wisdom and knowledge, especially when pit-
criticisms or corrective behavior, superiors must find rea- ted against less competent seniors. Being aware of this ahead
sons to praise subordinates. Praise in African culture, of time will help balance a manager’s interactions with all
even for small tasks, is highly motivating. members of the team.
In Conversation, Dissent May Imply Disrespect Quality-Oriented, Not Quantity-Oriented
One of the most common frustrations American executives This is an important distinction. Quantity-oriented Ameri-
experience lies in the question: “Why do I sometimes get the cans measure success based on bottom-line figures, which
answer ‘yes,’ when they really mean ‘no’?” In African business allows an impartial, objective point of view: How much?
settings, a show of dissent can be interpreted as a show of How many? What rate? What volume? These are measurable
disrespect. The hierarchical nature of business culture tends metrics based on finite terms. In contrast, Africans use a
to inhibit subordinates from openly disagreeing, challenging more subjective, quality-oriented approach, which cannot be
the status quo, speaking one’s mind, criticizing ideas, giving measured and is usually based on personal experience. This
feedback, and reporting problems. This is especially true criterion requires a more diffuse and less easily measurable
when a young executive is facing a superior or a much metric: How will this improve our organizational value? How
older person. Thus, people acquiesce to a request, even original is the product? How well is the work performed? How
though they know they won’t be able to fulfill it. In a collec- effective is the product?
tivist society, consensus and cooperation are important ele-
ments in promoting and maintaining harmony. To avoid Pointer
disturbing harmony, Africans will often give a positive
answer and be reluctant to refuse a request. In African busi- Many Americans focus on product presentation from the
ness culture, this is part of an innate sense of loyalty, moment they arrive. Their interest lies in closing “the
employee obedience, and courteous and formal behavior. deal” as quickly as possible. Africans, on the other
hand, strongly believe that ritual, such as long conversa-
Pointer tions before business (inquiring about family, health, and
personal interests that give further insight to your inner
• A question such as “Is this a problem you think you self), nurtures contact and builds trust between teams. As
can fix?” will likely be answered “yes,” since this is the you wait for response to your proposal, return to rela-
answer your African host may think will keep you tionship building. Take the time to market yourself.
happy—whether true or not. So, avoid “yes” or “no”
questions and inquire, through their own explana- Family Ties, Not Organizational Charts,
tions, what they find feasible. The key to getting a Are the Ties That Bind
genuine understanding of your African hosts and In many family-owned businesses, hiring relatives is a com-
their vision is to allow them to do most of the talking. mon practice. In the extended family firm, the hiring process
is based on nepotism (showing favoritism to family members
• Pay special attention to how questions are phrased. or friends), and succession is viewed as an important factor,
Ask open-ended questions—again, those that avoid and quite unlike American succession planning. Americans
yes or no answers. For instance, “What do you think tend to hire on the basis of merit (Fadiman, 1994). Thus,
the problem is and how do you think it can be company interactions in the African firm are often based
fixed?” Then ask “why?” This will aid in getting to
the real reasons behind the issue.
Copyright 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
662 | Part 2 Implementation of Strategic Human Resource Management
on family obligations, rather than the Western commercial and small talk. Once good, solid relations have been recog-
supervisor/subordinate relationships. But beyond family, nized between parties, continuous reinforcement and mainte-
nepotism transcends blood ties to encompass loyal friends nance is vital. It is not uncommon for Africans to prefer to
and important allies, such as members of other large family do mediocre business with a friend than superb business with
firms. a stranger.
Considering the central role family relationships play in Pointers
African life, it is unlikely that this traditional value will
change anytime soon. For the African, family relationships • Since personal relationships are far more important
come first, and foreign executives who expect to be successful than corporate ones, frequent changes in your com-
in this part of the world must accept and understand this pany or organization representative can result in
priority. This includes taking their employees’ family con- setbacks. Each time your company changes its
cerns seriously, listening carefully, and expressing interest representative, you will virtually be starting from
and concern about their employees’ families. scratch. A new relationship must be built up before
business can proceed.
Pointer
• Your goal is not to market your product but yourself.
In general, the foreign executive should be alert to the Take time to nurture a relationship. Show sincerity
cultural influences family ties will likely have on in your desire to develop rapport and build long-
employee behavior. Effort toward this style of leader- lasting professional friendships. This effort sends
ship will be reciprocated with long-term employee symbolic signals that you care for those with whom
trust, commitment, and loyalty. you hope to deal.
Negotiations and Concessions • The exchange of business cards is helpful for initi-
In English-speaking African businesses, the hierarchy is gen- ating introductions. Africans prefer to know the
erally as follows: the managing director (CEO in the United organizational level of the person they are dealing
States), the deputy (corporate vice president to U.S. execu- with because of the hierarchical nature of African
tives), the divisional officers, the deputy directors, and, business culture. It is important to emphasize your
finally, the managers. When negotiating with a large com- title so that the correct authority, status, and rank are
pany, the final decision maker may not be in the initial meet- established from the beginning.
ings. This allows African negotiators to use the top executive
as a bargaining tool. Since the top executive did not actively Source: © 2009 Wiley Periodicals, Inc.
participate in the negotiations, the negotiators may use this
person to make concessions later, if necessary. This does not Conclusion
mean one should not negotiate with the original company
representatives, but being aware of this tactic makes it possi- Overall, the ability to recognize, respect, and effectively man-
ble to anticipate last-minute concessions. It is helpful to clar- age cultural differences in either social or commercial settings
ify decision-making authority early on in negotiations, when will be essential for all Western managers and corporations
possible. expecting to find significant returns among African econo-
mies. Given Africa’s growth and steady integration into the
Relationships Precede the Bottom line global economy, Western nations can no longer afford to
In the United States, business relationships are formed disregard Africa as a viable contributor to the global market-
between companies based on the “bottom line.” In contrast, place. But to succeed and lessen the likelihood of failure in
business in Africa is about friends and colleagues— not solely African business environments, Western companies must
work-related matters. Personal relations take precedence over embrace cross-cultural management skills as an integral
business. In order to be successful, it is vital to establish good, part of a broad strategic focus.
personal relationships based on mutual trust and benefit.
Africans spend a significant amount of time fostering and ENDNOTES
developing personal contacts. Thus, time should be allocated
for this process, particularly during the first meeting, which is 1. “Africa” and “sub-Saharan Africa” are used inter-
frequently used to simply establish rapport and build trust. changeably in this article.
Wait patiently for meetings to move beyond preliminary tea
2. Pronounced “oo-boon-too,” which means “people are
people through other people.”
Copyright 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Chapter 14 Global Human Resource Management | 663
REFERENCES Mbigi, L. (1995). Ubuntu: The spirit of African transforma-
tion management. Rosebank, South Africa: Knowledge
Booysen, L. (1999). Cultural differences between African Resources.
black and white managers in South Africa. Retrieved Febru-
ary 20, 2009, from http://74.125.95.132/search?q=cache: Mthembu, D. (1996). African values: Discovering the indig-
B5ClEDxqqaMJ:www.unisa.ac.za/contents/faculties/sbl/ enous roots of management. Retrieved December 13, 2008,
PdfDocs/2.4.1.pdf from http://www.barbaranussbaum.com/Book_Sawubona
AfricaC11.htm
Fadiman, J. (1994). “Your son is my son”—Black African
management principles: An overseas marketers guide. Paper Shonhiwa, S. (2008). The effective cross-cultural manager:
presented at the Annual Eastern Michigan University A guide for business leaders in Africa. Cape Town: Zebra
Conference on Language and Communication for World Books.
Business and the Professions. ERIC Microfiche # ED373689.
Trompenaars, F., & Hampden-Turner, C. (1998). Riding the
Hofstede, G. (2000). Culture’s consequences: Comparing waves of culture: Understanding diversity in global business
values, behaviors, institutions, and organizations across (2nd ed.). New York: McGraw-Hill.
nations (2nd ed.). Thousand Oaks, CA: Sage.
Watson, J. (2007). Africa’s mobile explosion. Retrieved
Lassiter, J. E. (1999). African culture and personality: Bad December 12, 2008, from http://globaltechforum.wordpress.
social science, effective social activism, or a call to reinvent com/2007/05/19/ africas-mobile-explosion/
ethnology? Retrieved March 7, 2008, from http://web.africa.
ufl.edu/asq/v3/v3i2a1.htm Zimmerman, B. (2008). Africa tourism: Growth and oppor-
tunity. Retrieved December 12, 2008, from http://www.
Marx, E. (1999). Breaking through culture shock. London: nuwireinvestor.com/articles/africa-tourism-growth-and-
Nicholas Brealey Publishing. opportunity-51519.aspx
Copyright 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Copyright 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
SUBJECT INDEX
A Brave new world (Mello), 560–567 Confronting the bias against on-line learning
Brazil, 637–639 in management education, 400–415
Acquisitions, 250–251 BRIC, 350
Across Cultures, Inc., 380 Bringing Human Resources Back into Strategic Congress of Industrial Organizations (CIO),
ADA Amendments Act of 2008 540
Planning (Simpkins), 142–147
(ADAAA), 291 Brundtland Commission, 101 Construction Organizing Membership
Adverse treatment/impact, 295 Burlington Northern & Santa Fe Railway Co. Education Training (COMET), 557
Affinity groups at Frito-Lay and PepsiCo, 53
Affirmative action, 298–299, 310–315 v. White, 305 Corporate competency model, multilevel,
AFL-CIO (American Federation of Business models 446 (exhibit)
Labor-Congress of Industrial Indian (See Indian business model) Corporate governance, 20
Organizations), 540, 547 U.S. (See U.S. business model) Corporate social responsibility (CSR), 61–62
Africa, 653–663 Business unit strategies, 123–124 Corporate strategies, 122–123
African-Americans, 540 Corporate University (CU) development,
Coca-Cola and, 289 C
diversity in organizations, 45 396 (exhibit)
African collectivism vs. American Call-center staffing at Capital One, 347 Cost-benefit analysis, 14
individualism, 656–657 Campus recruiting, 341 Creating AOL Time Warner, human side of,
Age discrimination at 3M, 290 Canada, 623–624
Age Discrimination in Employment Act of Candidate relationship management 251
1967, 44, 289–290, 580 Creativity, 124–126
Aggregate planning, 204–205 (CRM), 352
Alumni relation, 581 Capital, organizational types of, 7 (exhibit) at Cirque du Soleil, 126
at Ernst & Young, 582 Change initiatives, 259–260 Critical success factors, 605–606
American Federation of Labor (AFL), 540 Change management, 260 CRM at Whirlpool, 352
Americans with Disabilities Act (ADA) of China, 624, 643–645 Cross-cultural management and
1990, 44, 49, 290–292, 347 Civil Rights Act of 1866, 287–288
The Annual HR Strategic Planning Process: Civil Rights Act of 1871, 288 organizational behavior in Africa
Design and Facilitation Lessons from Civil Rights Act of 1964, 44, 288–289, 306, (Amoako-Agyei), 653–663
Corning Incorporated Human Resources Cultural clusters classified on social culture
(Bennett and Brush), 230–236 501, 556. See also Title VII practices, 633 (exhibit)
Antidiscrimination laws, 287 Civil Rights Act (CRA) of 1991, 292 Culturally endorsed implicit leadership
Are You Sure You Have a Strategy? Clean Air Act, 254 theory (CLT), 634–643
(Hambrick and Fredrickson), 130–140 Closed-shop agreements, 545–546 Cultural Navigator, 379
Assessment Instruments for the Global Code of Ethical and Professional Standards Cultural practices, country scores on,
Workforce (Stuart), 373–382 647–650
Assets, 3–7. See also under individual types in Human Resource Management, 57 Culture, assessing, 613–616
Code of Ethics, 57–61
B Collaborative-based human resource D
Background checks, 348–349 management, 155 Demographics, 44
Bargaining items, types of, 546 (exhibit) Collective bargaining, 545–546 Design and delivery, 388–390
Bargaining units, 543. See also Unionization College recruiting via internships at Design and facilitation lessons from Corning
Becoming a leader: early career challenges
Microsoft, 341–342 Inc. human resources, 230–236
faced by MBA graduates, 416–435 Commitment-based human resource The Development of a Pay-for-Performance
Behavioral interview questions, 345 (exhibit)
Behaviorally anchored rating scale (BARS), management, 155 Appraisal System for Municipal
Communication, 260 Agencies: A Case Study (Mulvaney
449 Compensation, 489–504, 507–520 et al.), 521–538
Behavioral obseration scale (BOS), 449 Competencies, Capital One, 446 (exhibit) Differentiation, 123–124
A Big Chill on a Big Hurt (Mello), 552–559 Competency-based performance and Disabilities at IBM, employees with, 291
Big Five personality dimensions, 346 Disabled persons, 49
development at Capital One, 445 Distinctive Human Resources Are Firms’
(exhibit) Competitive advantage, 5–6 Core Competencies (Cappelli and
Boot camp at MicroStrategy, 385 Crocker-Hefter), 170–179
Bottom-up forecasting, 204 at Nordstrom, 3 Diverse Succession Planning: Lessons From
Compliance-based human resource the Industry Leaders (Greer and Virick),
217–226
management, 155 Diversity, 43–55, 70–83
Computer-based training at QUALCOMM, individual dimensions of, 54 (exhibit)
strategic management of, 55 (exhibit)
389–390
Conceptual framework of cost-reduction
stages, 574 (exhibit)
665
Copyright 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
666 | Subject Index
Dodd-Frank Wall Street Reform and Environment, analysis of, 117–119 Global assignments, strategic human
Consumer Protection Act of 2010, 503 Environmental and economic performance, resource issues in, 616, 617 (exhibit)
Domestic human resource management, 613 positive links between, 63 (exhibit) Global human resource management, 611–628
Dow Jones Sustainability World Index Environmental issues, 64 vs. domestic human resource
Equal employment opportunity (EEO), 298 management, 613
(DJSWI), 61–62 Equal Employment Opportunity Commission at Reebok, 611
E (EEOC), 289, 295–298 Global leaders, 646
complaint process, 296 (exhibit) Global Leadership and Organizational
E-cruiting at Air Products and Chemicals, strategic plan of, 297 (exhibit)
Inc., 339 Equal Pay Act of 1963, 288, 289, 501 Behavior Effectiveness (GLOBE),
Equal Remuneration Act of 1948, 625 629–652
Effective leadership behavior (Yukl), 457–473 Equity, 490–501 Global Reporting Initiative, 64, 65 (exhibit)
Egypt, 641–643 theory, 491 (exhibit) Goals and objectives, 121
E-HR, 257–258 and work-related outcomes, 492 (exhibit) Grade description and job titles from the
E-Learning at EMC Corporation, 390–391 Ethical behavior, 55–61 classification system used by the
Electronic Communications Privacy Act Ethical stewardship Federal Government, 493 (exhibit)
defined, 35 Group interviewing, 344
(ECPA), 256 HRP and, 35
Employee engagement, 180–195 moral position of, 35 H
The Ethics of Human Resource Management
at Aetna Corp., 159 Hartman Bros. Heating and Air Conditioning,
antecedents and consequences of, 160 (Scott), 86–98 Inc. v. NLRB, 553–554
European Convention on Human Rights
(exhibit) Hay compensable factors, 495 (exhibit)
job satisfaction and, 161 (1950), 104 Hay Plan, 494–495
at 3M company, 161 European Union (EU), 612, 622–623 High performance work systems (HPWS),
trust and, 160 Evaluation, 391–392, 441–447
Employee Engagement and Commitment: Evaluation measures, 447–452 7–8
Executive compensation, 502–504 Hofstede’s Cultural Dimensions, 614
A Guide to Understanding, Measuring Executive orders, 298
and Increasing Engagement in Your Expatriate selection at Kellogg Co., 617–618 (exhibit)
Organization (Vance), 180–195 Expatriation, 617–620, 618 (exhibit) Homeshoring at JetBlue Airlines, 250
Employee Polygraph Protection Act in 1988, Exposing Pay Secrecy (Colella, et al.), 507–520 Hotel Employees & Restaurant Employees
347 External equity, 497
Employee(s) International Union, 548
as an asset, 3–7 F How Do Corporations Embed Sustainability
appreciation, 24–25
empowerment, 25–26 Fair Labor Standards Act of 1938 (FLSA), Across the Organization? (Haugh and
engagement (See Employee engagement) 501–502 Talwar), 101–109
interviewing, 343–345 Human capital, 7–14
life cycle, 247 (exhibit) Family and Medical Leave Act (FMLA) of Indian companies and, 22–26
monitoring e-mails, 272–282 1992, 292–294 management at the United States Postal
recruiting, internal and external, 333–335, Service, 201–202
335 (exhibit) Federal antidiscrimination laws, 287–294 measures, calculation of, 12 (exhibit)
selection, 342–343 Federal Aviation Administration (FAA), 540 Human resource
selection at Kroger Co., 331 Federal laws, 44 core competencies, 170–179
separation, 570–581 Federal Rules of Civil Procedure, 305 function, possible roles assumed by, 151
shortages and surpluses, 206 (exhibit) Federal Sentencing Guidelines for (exhibit)
surveillance and monitoring, 256–257 management, 43–45, 86–98
temporary vs. permanent, 332–333 Organizations (FSGO), 55 management, models of strategy, 114–115
testing, 345–348 Feedback, 438–439, 443 mergers/acquisitions, role in, 251
training, 24, 32 Female leaders at Safeway, developing, 43 (exhibit)
at United Parcel Service (UPS), managing, 5 Flexible Work at State Street, 242 metrics, 10–12
value, sources of, 4 (exhibit) Flex work program, 242 outsourcing, 164
Employees with disabilities at IBM, 291 Four levels of training evaluation, 392 planning, 200–205
Employment-at-will, 286–287 revamping, 164
Employment Branding at W. L. Gore, 351 (exhibit) roles at Mercantile Bank, 152
Employment eligibility, documentation of, France, 639–641 roles in a knowledge based economy, 153
350–351 (exhibit)
Employment law, 285–328 G strategic planning process, 230–236
Employment litigation, trends in, 304–307 sustainability and, 64
Employment models, Lepak and Snell’s, 155 Generational diversity, 45–48, 601–610 technology, issues and challenges related
(exhibit) Genetic Information Nondiscrimination Act to, 253–259
Employment practices liability insurance traditional vs. strategic, 157–159
(EPLI), 306 (GINA) of 2008, 294 value chain, 8 (exhibit)
German Corporation for Technical Human resource professionals (HRP)
Cooperation (GTZ), 104
Copyright 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Subject Index | 667
as ethical steward, 35 Job relatedness, 348 Mentoring, 212–214
importance of, 33 Job rotation, 239 model of effective program, 213
leadership duties and, 35–38 (exhibit)
modern role of, 34 at General Electric, 240 at Raytheon Vision Systems, 214
strategic human resource management Job safety, 243
Job satisfaction Mergers, 250–251
and, 33–34 Meritor Savings Bank v. Vinson, 299
traditional role of, 34 aspects of employee, 162 (exhibit) Metrics, 10–12
employee engagement and, 161
I Job specialization, 238–239 company use of human resource, 23
Job Training Partnership Act, 340 (exhibit)
ILO Tripartite Declaration of Principles Jugaad, 26–27
Concerning Multinational Enterprises defined, 26 Mexico, 623–624
and Social Policy (1977), 104 Indian companies and, 26–27 Mission statement, 115–117
strategic planning, 26–27
Implicit leadership theory (ILT), 634 of Microsoft Corporation, 117 (exhibit)
Incentive pay, 498–501 K Moneyball (book), 10
In Defense of Preference (Glazer), 310–315 Moneyball (movie), 10
India, 17–29, 248, 350, 625 Knowledge management, 605–609 Monitoring employee e-mails, 272–282
Indian business model, 19–29 Knowledge Management Among the Older Municipal agencies, pay-for-performance
adaptability, 26–27 Workforce (Slagter), 601–610 appraisal system for, 521–538
human capital and, 22–26 Knowledge transfer and retention at
jugaad, 26–27 N
social mission, 19, 20–22 Hewlett-Packard, 393
strategy, 27–29 Konop v. Hawaiian Airlines, 563–564 NASA leadership model, 394 (exhibit)
vs. U.S. business model, 19–29 National Farm Workers Association, 540
The India Way: Lessons for the U.S. L National Institute for Occupational Safety
(Cappelli, et al.), 17–30 Labor relations, 540–543 and Health, 243
Individual equity, 497–501 Labor supply chain management at Valero National Labors Relation Act (NLRA),
Innovation at Whirlpool, 125–126
Innovation strategy, 124–126 Energy, 10–11 540–541, 543–549, 552–559
Internal and external recruiting, 333–335 Labor unrest at the New York MTA, 539 National Labors Relation Board (NLRB),
Labour Standards Act, 624
advantages and disadvantages of, 335 Landrum-Griffith Act, 543 543, 548–549, 552–559
(exhibit) Laws. See Employment law; Federal laws; Needs assessment, 387, 388 (exhibit)
New employee training at Black and Decker,
Internal equity, 492–496 State laws
Internal recruiting at Cisco Systems, 333–334 Layoffs. See Employee(s), separation 385
International assignments, 349–350 Layoffs at Kodak, 572 NLRB v. FES (A Division of Thermo Power),
International Brotherhood of Electrical Leadership
556
Workers (IBEW), 557 charismatic, 36 NLRB v. Town and Country Electric, Inc.,
International Brotherhood of Teamsters, covenantal, 37–38
HRPs and, 35–38 553–554, 557–559
547–548 principle-centered, 36 NLRB v. Washington Aluminum Co., 541
International human resource management, servant, 37 North American Free Trade Agreement
transformational, 35–36
620 (exhibit). See also Global human Leadership development at Virgin Atlantic (NAFTA), 612
resource management
International Labor Organization (ILO), Airlines, 395 O
104, 250 Lechmere, Inc. v. NLRB, 553
Internet recruiting, 337–339 Legal compliance and managing diversity, Oakland Athletics, 10
Interviewing, 343–345 Objectives, 388
In the Eye of the Beholder: Cross Cultural differences between, 44 (exhibit) Occupational Safety and Health Act, 243
Lessons in Leadership from Project Legal issues in compensation, 501–502 Occupational Safety and Health
Globe (Javidan, et al.), 629–652 Liverpool Virtual University, 396
Intrapreneurship at Intel, 56 Administration (OSHA), 243
Investment orientation, 12–14 M OECD Guidelines for Multinational
Investment perspective, 4–6
Management, human resource, 43–45, 86–98 Enterprises (1976), 104
J Management by objectives (MBO), 449 Office of Federal Contracts Compliance
Management systems, 119–120
Job characteristics model, 241 (exhibit) Managing the Life Cycle of Virtual Teams Programs (OFCCP), 298
Job enlargement, 239 Offshoring, 246–250
Job enrichment, 240 (Furst, et al.), 474–487
Job evaluation methods, comparison of, 496 Markov analysis, 205–206 advantages and disadvantages of, 249
Maternity Benefit Act of 1961, 625 (exhibit)
(exhibit) McLaren v. Microsoft, 561–562
at Gap, Inc., 64
Older Workers Protection Act, 289
Omnibus Crime Control and Safe Streets
Act of 1968, 275
Oncale v. Sundowner Offshore Services, Inc.,
299
Online recruiting, 338
Copyright 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
668 | Subject Index
Operating Engineers Local 150 v. NLRB, Resources, 119 Social responsibility, 43–45
554–555 capital, 119 Societal clusters, CLT scores for, 636
financial, 119
Organizational development, 392–396 HR, 119 (exhibit)
Organizational justice, 316–328 physical, 119 Society for Human Resource Management
Organization self-assessment, 119–121 technological, 119
Outsourced recruiting at Kellogg, 341 (SHRM), 45, 48, 153
Outsourcing, 246–250, 265–270 Results-Only Work Environment (ROWE), Society for Human Resource Management
Oxley Act of 2002, 503 244–245
Code of Ethical and Professional
P Retaining talent Standards in Human Resource
at Intel, 578–579 Management, 57–60 (exhibit)
Pay-for-performance plan, 499 replacing misconceptions with evidence- South Bay Central Labor Council, 548
Performance-based pay, 498 based strategies, 585–600 Staffing, 331–355
Performance management, 438–439 at St. Peter’s Health Care, 339
Performance management timeline, 439 Retaining Talent: Replacing Misconceptions strategic issues in, 354 (exhibit)
with Evidence-Based Strategies (Allen, State laws, 287
(exhibit) et al.), 585–600 Stereotype Threat at Work (Roberson and
Performance-replaceability strategy matrix, Kulik), 70–83
Retention at Prudential Process Strategic compensation at Jamba Juice, 489
576 (exhibit) Management Services, 625–626 Strategic downsizing at Charles Schwab, 573
Personality dimensions, big five, 346 Strategic global human resource at
Retention management, 570, 577–579. McDonald’s, 612
(exhibit) See also Global human resource Strategic human resource management,
Phelps Dodge Corp. v. NLRB, 557 management 33–34
Point system, sample, 494 (exhibit) barriers to, 161, 164
Pooled interdependence, 243 at Kraft Foods, 569 business unit, 123–124
Pregnancy Discrimination Act of 1978, 44, at Sprint PCS, 577 competencies, 153 (exhibit)
Retirement, 580–581 corporate, 122–123
290 Revamping human resource, 164 at Costco, 113
Prima facie, 295 evolution of, 150–155
Privatization decision, 126–127 S in First Tennessee National Corp., 122
Productivity-based human resource at General Electric, 150–151
Salts, 552–559 at Google, 154
management, 155 Sample behavioral interview questions, 345 human resource professionals (HRP) and,
Professional Air Traffic Controllers 33–34
(exhibit) ingriendents for successful, 34
(PATCO), 540, 547 Sarbanes-Oxley Act of 2002, 57, 126–127 innovation and creativity, 124–126
Provident fund, 625 Scope of laws, 287 models of, 114–115, 167 (exhibit)
Selection process, 342–349 Netflix, 149
R Sequential interdependence, 243 outcomes of, 166 (exhibit)
Service Employees International Union planning, 200–203
Racial discrimination at Coca-Cola, 289 privatization decision, 126–127
Racial harassment at Lockheed Martin, 285 (SEIU), 548 process of, 115–122
Rating scales Sex discrimination at Novartis, 289 in Sarasota Memorial Hospital, 115
Sexual harassment, 299–300 at Southwest Airlines, 156–157
examples of behaviourally anchored, 450 vs. traditional HR, 151–159
(exhibit) at Dial, cleaning up, 300 Strategic Human Resource Management as
Guidelines for Managing, 303 (exhibit) Ethical Stewardship (Caldwell, et.al),
examples of graphic, 448 (exhibit) guidelines for managing, 303 (exhibit) 33–39
Reciprocal interdependence, 244 problems in managing, 301, 302 (exhibit) Strategic reorganization
Recruiting, 332–342 strategy for managing, 303–304 of the HR function at General Motors,
at Tyson Foods, 304 165
campus, 341 at W.R. Grace & Co., 302 of the HR function at Wells Fargo Bank,
internal versus external, 333–335 Sexual orientation, 48–49 165–166
Internet, 337–339 Simulation Testing at Toyota, 348 Strategic retention at United Airlines, 578
methods of, 336–342 Skill-based pay, 500 Strategic skills, 241
online, 338 Smyth v. Pillsbury, 561 Strategic value, 154
Recruiting pyramid, 336 (exhibit) Social media, employee privacy and Strategies, Dyer and Holder’s typology of,
Recruiting timeline, 337 (exhibit) 125 (exhibit)
Reductions in force, 570–581 concerted activity (Mello), 560–567 Strategies for managing employee shortages
References, 348–349 Social mission, 20–22 and surpluses, 206 (exhibit)
Rehabilitation Act of 1973, 290
Reliability, 342–343, 345 Indian companies, 20–21
Repatriation, 620–622 motivation for, 21–22
Replacement chart, 207–209 U.S. companies, 21
advantages of, 207–208 vs. the U.S. business model, 22
defined, 207 Social networking, 258–259
sample, 208 (exhibit) at Capital One, 258
at 7-Eleven, 259
Copyright 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Subject Index | 669
Strategizing training, 387 (exhibit) Testing , job applicants, 345–348 United Steelworkers of America, 547
Strategy, organizational, 27–29, 121, The Management of Organizational Justice Universal factors (Hay Plan), 495
University of Maryland (UMB), avoiding
130–147 (Cropanzano, et al.), 316–328
Best Buy, 120–121 Titles (Civil Rights Act), 288 layoffs, 207
of Indian companies, 27–29 Title VII, 288, 292, 295, 297–299, 301, U.S. business model
of the U.S. companies, 27–29
Strike, 546–547. See also Unionization 303–306, 501 business strategy, 17
Succession planning, 207–212, 217–226. Torre, Joe, and the New York Yankees, challenges, 17–18
financial incentives, 17
See also Human resource, planning 498–499 goals of, 17
chief executive officer (CEO), 211–212 Traditional human resource management, vs. Indian business model, 19–29
cost of, 210 restructuring, 17
guidelines for effective, 209 (exhibit) 151–159 Using Outsourcing for Strategic
models, criticism of, 207 Training
pros and cons of disclosing, 211 (exhibit) Competitiveness in Small and
purposes of, 207 computer-based at QUALCOMM, Medium-Sized Firms (Elango),
replacement charts, use of, 207–209 389–390 265–270
Surveillance and monitoring of employees,
and development, 383–398 V
256–257 and development and performance
Sustainability, 61–66, 101–109 Validity, 343, 345–346, 348
management, reciprocal relationship Vertical integration, 122
initiatives, organizational benefits of, 64 between, 441 (exhibit) Vertical loading, 240
role of human resource and, 64 and development benefits, 386–387 Virtual teams, 474–487
Sustainable competitive advantage, 14 employee, 24
evaluation, four levels of, 392 (exhibit) W
T management systems and compensation,
integrating with, 396–397 Weighted checklist, example of, 449
Taft-Hartley Act, 543 organizational strategic value, 25 (exhibit) (exhibit)
Talent at Proctor & Gamble, developing, 199 performance management and compen-
Team-based pay, 500 sation, link between, 397 (exhibit) Whistle-blowers, 57
and performance management at Wiretap Act, 275
at Children’s Hospital Boston, 499 Anheuser-Busch, strategizing, 397 Work at Best Buy, 244–245
at Phelps Dodge, 501 planning and strategizing, 387–392 Work design at Johnsonville Sausage, 237
Teams at Dow Chemical, 244 Training to Rebrand Sofitel Hotels, 383 Worker Adjustment Retraining and
Technologies, issues for integrating new, 252 Transition probability matrix, 205 (exhibit)
“Triple bottom line,” 61 Notification Act (WARN), 570–571
(exhibit) Trompenaars Hampden-Turner (THT), 379 Work systems
Technology Trust
dimensions of, 160 (exhibit) design, 238–245
human resource issues and challenges employee engagment and, 160 job interdependence, 243–244
related to, 253–259 at 3M company, 161 job safety, 243
Turnover, 574–580, 586–598 models of designs for the, 238 (exhibit)
impact of on organizations, 251–253, 253 redesign, 245–250
(exhibit) U unionization, 243
worker task and responsibilities,
Telework, 253–255 UN Code of Conduct on Transnational
at Deloitte, 254 Corporations (1972), 104 238–241
at Merrill Lynch, 255 work–life balance, 242
at the U.S. Patent and Trademark office, Unionization, 243, 540–543 World Business Council for Sustainable
255 Union organizing campaigns, 544
Uniqueness, of human capital, 154–155 Development, 61
Temporary Help Agencies and the Making of United Auto Workers, 545, 547 World Economic Forum, 18
a New Employment Practice (Smith
and Neuwirth), 359–372
Copyright 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
NAME INDEX
A Diekstra, M., 603, 605 Kamath, K. V., 27
Dorfman, Peter W., 629–652 Kanfer, R., 604
Ackerman, P. L., 604 Keeping, L. M., 523–524, 530, 534
Allen, David G., 585–600 E Kelleher, Herb, 144–145
Amoako-Agyei, Erika, 653–663 Kelley, Colleen, 375
Aristotle, 318 Elango, B., 265–270 Kelliher, Herb, 156
Ashen, Frank, 57 Kennedy, Randall, 315
F Kerr, Steve, 416
B Keuning, D., 604
Fischer, Kurt, 231 Kluckhohn, Florence, 378
Balkin, D. B., 517–518 Friedman, Thomas, 629 Knowles, Beyonce, 72, 78
Barclay, Kathleen, 165 Furst, Stacie A., 474–487 Kohn, M. K., 598
Barret, Colleen C., 144 Futrell, C. M., 511
Bartol, K. M., 575, 576 L
Beane, Billy, 10 G
Bell, Charlie, 217 Lawler, E. E, 510
Bell, James, 223 Gates, Bill, 22 Laycock, Douglas, 315
Benchley, Robert, 507 Gersick, C. J. G., 475, 476, 477 Leone, Dan, 563
Benjamin, Beth, 416–435 Gilliland, Stephen W., 316–325 Levy, P. E., 523–524, 530, 534
Bennett, Milton, 377, 379 Glazer, Nathan, 310–315 Lewis, John, 540
Berta, W., 598 Goizueta, Robert, 217 Locke, Edwin, 450
Bixler, C. H., 605 Gomez-Mejia, L. R., 517–518 LoRe, Neil, 275
Biyani, Kishore, 24 Gopalakrishnan, R., 22, 27
Bjior-shein, Sammie, 267–268 Gopalan, Suresh, 32 M
Blackburn, Richard S., 474–487 Gore, W. L., 351
Bloomberg, Michael, 539 Grodsky, Richard, 521–538 Mahajan, Vijay, 26
Bossidy, L., 639 Groff, T. R., 601 Mahindra, Keshub, 24
Bowen, David E., 316–325 Malhotra, Yogesh, 601
Brinkman, Ursula, 380 H Martin, D. C., 575, 576
Bryant, Phillip C., 585–600 Maslow, A., 603–604
Buffet, Warren, 22 Hall, E. T., 614 Mayer, R., 510
Burroughs, J. D., 508 Hamel, Gary, 140 Mbiti, John, 656
Bush, George H. W., 293 Hammer, Mitchell, 377 McKinney, William R., 521–538
Bush, George W., 247 Hampden-Turner, C., 656 McLaren, Michael, 274, 562
Heenan, D. A., 619 Mello, Jeffrey A., 552–567
C Hill, Linda, 416–420, 423–424, Meyers, Judith, 375
Mody, Rajiv, 25
Caligiuri, Paula, 376 428, 430 Mulvaney, Michael A., 521–538
Cantalupo, Jim, 217 Hofstede, Geert, 378, 379, 613–614, 656 Muthuraman, B., 21
Carl, D., 634 House, Robert J., 629–652
Castro, Ida L., 302 N
Charan, R., 639 I
Chavez, Cesar, 540 Nayar, Vineet, 25–26
Clinton, “Bill” William, Immelt, Jeffrey, 62, 212 Neuwirth, Esther B., 359–372
Ivester, Douglas, 217 Nixon, Richard, 310
293, 310 Nooyi, Indra, 224
Colella, Adrienne, 507–520 J
Colvin, Kevin, 563 O
Cook, Tim, 502 Javidan, Mansour, 629–652
Craig, Mary, 507 Jenkins, O. C., 511 O’Reilly, Charles, 416–435
Cropanzano, Russell, 316–325 Johnson, Lyndon, 310
Cunningham, William, 314 Jones, T. P., 601 P
D K Paetzold, Ramona L., 507–520
Perlmutter, Howard V., 619
Davis, J. H., 510 Kadle, Praveen, 26
de Luque, Mary Sully, 629–652 Kahn, William, 182
670
Copyright 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Peters, Susan, 150 Skinner, Jim, 217 Name Index | 671
Peterson, Brooks, 380 Slagter, Floor, 601–610
Prahalad, C. K., 140 Smith, Vicki, 359–372 Trompenaars, Fons, 378, 379
Smith, William P., 272–282 Tucker, Michael, 376
Q Smyth, Michael, 274 Tuckman, B. W., 475, 476
Soto, Shelli, 314
Quinn, Brian, 563 Souza, Danwmarie, 564 V
Spony, Gilles, 380
R Srinivasan, Mallika, 21 Vander Zee, Karen I., 376
Starnes, 553–554 Van Oudenhoven, Jan Pieter, 376
Rastogi, P. N., 601, 605 Steinbrenner, George, 499 Vardaman, James M., 585–600
Reagan, Ronald, 310 Stewart, Donald M., 315
Reay, T., 598 Stone, D. L., 512 W
Redpath, Lindsay, 400–415 Stone, E. F., 512
Reeves, Martha, 474–487 Strodbeck, Fred, 378 Wagoner, Rick, 165
Reinemund, Steve, 217, 224 Stuart, Douglas, 373–382 Wah. L., 606
Remery, C., 602 Stuart, Edward, 379 Walker, A., 607
Restuccia, Laurie, 275 Webster, Daniel, 316
Rhinesmith, Stephen, 379 T Weintraub, Russell, 314
Rivera, Joan, 32 Welch, Jack, 10, 150, 178, 180, 212,
Rosen, Benson, 474–487 Tabak, Filiz, 272–282
Tamil, Raja, 267–268 217, 447
S Tata, Dorabji, 106 Wesson, Michael J., 507–520
Tata, Ratan, 27, 106 Wilson, Ron, 314
Saylor, Michael, 385 Taylor, P., 607
Schoorman, F. D., 510 Torre, Joe, 498–499 Y
Schwartz, Shalom, 378 Toussaint, Roger, 539
Scott, Sally J., 511 Traub, James, 315 Yukl, Gary, 457–473
Shetty, Devi, 27 Trompenaars, F., 656
Z
Zardkoohi, Asghar, 507–520, 516
Copyright 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
COMPANY INDEX
A Cascio, 261 F
Caterpillar, 180, 181
AAB (Anti-Ad-Bot), 514 Charles Schwab Corp., 51, 573 Facebook, 48, 338
Abbott Labs, 221 Chicago, Public School System of, 257 Federal Aviation Administration, 540
Adelphia, 18 Children’s Hospital Boston, 499 Federal Express (FedEx), 175–176, 178
Advanced Micro Devices, 355 Chubb, 174, 175, 177e, 178 First Tennessee National Corp., 122
Aetna Corp., 159 Circuit City, 120 Florida State Government, 247
Agilent Technologies, 332 Cirque Du Soleil, 126 Folger’s Coffee, 547
Airbus, 146 Cisco Systems, Inc., 24, 254, 333–334, 355, 447 FOODCO, 474, 478, 480, 485–486
Air Products and Chemicals, Inc. (APC), 339 Citigroup, 222, 647 Forbes magazine, 502
Allstate, 217 Clean Harbors Environmental Services, 344 Ford Motor Company, 18, 447
American Airlines, Inc., 118, 257 Coca-Cola, 176–177, 177e, 178, 217, 218, Foster Electric Company, 557
American International Group (AIG), 22, Frito-Lay, 53
289, 503
174–175, 177e Coffee & Power, 442 G
America Online (AOL), 143, 144, 251 Coghill & Beery International, 378
Anglo-Dutch Corus Steel, 18 Colgate-Palmolive, 219, 223, 224, 622 Gap Inc., 64
Anheuser-Busch, 397 Columbia Pictures, 176 General Electric Co. (GE), 62, 131, 150–151,
AOL Time Warner, 251 Compaq Computer, 355
Aperian Global, 377 The Container Store, 353 178, 180, 212, 217, 219, 223, 225, 240,
Apple, 120–121, 502, 548 Continental Airlines, 118 355, 447, 647
ARAMARK, 135 Contractors Labor Pool, 556 General Motors (GM), 165, 258, 578
ARCO, 484 Corning Incorporated, 214, 230–232, Gillette, 134, 212
ArgonautOnline, 378 Global Crossing, 18
Arizona Daily Star, 564 235–236 Global Dynamics Inc., 647
Armani Emporium, 629 Corporate Leadership Council, 181 Godrej Group, 21
AT&T, 146, 344, 353 Costco, 113, 558 Goldman Sachs, 134
Credit Suisse, 48 Good Humor/Bryers, 547
B Custom Topsoil Inc., 555 Google, 48, 154
Baltimore Zoo, 547 D H
Bank of America, 217, 353, 355
Bank One Corp., 503 Dell Computers, Inc., 130, 181, 182, 217, Hard Rock Café, 629
Basix, 26 225, 344 Harley-Davidson, 218
Bear Stearns, 22 Hartman Bros. Heating and Air
Best Buy, 120–121, 244–245 Deloitte, 254
Bharti Airtel, 21 Delta Air Lines, 118 Conditioning, Inc., 553–554, 558
Big ‘N’ Tall, 124 Denny’s, 224 Harvard Business School, 173
Black and Decker (B&D), 384, 385 Development Dimensions International, 181 Hasbro, Inc., 50
Boeing Company, 146, 221, 223 Dial Corporation, 300 Hawaiian Airline, 563
Booker, 277–278 Dole Food Co., 127, 211 HCL Technologies, 25–26
Booz Allen Hamilton, 355 Dow Chemical, 9, 217, 244, 258 HealthSouth, 18
Boston Consulting Group (BCG), 172–173, Dow Corning, 222 Hewitt Associates, 181
Dr. Reddy’s Laboratories, 21, 24 Hewlett-Packard (HP), 24, 217, 222, 254,
177e Dress Barn, 124
Boutique Asset Management (BAM), 266–270 Drexel Heritage Furnishings, 201 393, 447, 548
Brake Products International (BPI), 137–139 Hilton Worldwide, 341
Brandt Construction Company, 554 E Hindalco, 18
Bright Horizons Family Solutions, 195 Hindustan Unilever (HUL), 21, 29
Burke Technologies, 275 Eastman Chemical Co., 483 Home Depot, Inc., 164, 212
Burlington Northern & Sante Fe Railway Co., Eastman Kodak, 355 Honda Motors, 134
Eli Lilly and Co., 210, 222, 225, 239 Hyatt, 224
305 Elmhurst Park District, 522–535
EMC Corporation, 390–391 I
C Emerson Electric, 223
Enron, 18, 502 IBM, 483, 608
Campbell Soup Co., 341 Ernst & Young, 582 ICICI Bank, 18, 27
Capital One, 258, 347, 445 Exxon Valdez, 104 IKEA, 136–137
672
Copyright 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Company Index | 673
Infosys, 18, 21, 24, 32 McDonald’s, 14, 217, 262, 612, 629 Pillsbury, 561
Institute for Employment Studies, McKinsey & Company, 172, 173, 177e Pitney Bowes, 219
Medtronic, 219 Pizza Hut, 177
181, 182 Mercantile Bank, 152, 158 Planters, 547
Intel Corporation, 52, 56, 243, 578–579 Merck and Company, 575 Praxair, Inc., 573
International Business Machines (IBM), 24, Meritor Savings Bank, 299 Pricewaterhouse Coopers (PwC), 45, 62,
Merrill Lynch, 22, 255, 269
178, 219, 222, 223, 239, 249, 266, 291 Microsoft Corporation, 24, 116, 274, 221, 588
Intuit, Inc., 180, 181, 182, 192 Private Industry Council (PIC), 340
ITC, 21 341–342, 366, 437, 447, 561–562, 578 Procter & Gamble, 29, 199, 212, 219, 222,
MicroStrategy, 384, 385
J Miller Beer, 547 223, 338
MindTree Consulting, 24, 25 Prudential Process Management Services,
J. Crew, 249 Minnesota Mining and Manufacturing
Jamba Juice, 489 625–626
JetBlue Airlines, 250 (3M), 161, 212, 219, 290
John Hancock Company, 274 Mitsubishi International, Corp., 64 Q
Johnson Controls, 221 Mitsubishi Motors, 300
Johnson & Johnson, 223, 339, 353 Molson Coors Brewing Company, 180 QUALCOMM, 389–390
Johnsonville Sausage, 237 Motorola, 219, 222, 240
R
K N
Raiders, 177e
K. Hovanian Enterprises, 208 Narayana Hrudayalaya, 27 Raytheon Vision Systems, 214
Kaiser Permanente, 262 NASA, 394 Reebok, 611
Kanawha Stone Company, Inc., 555–556 National Institute for Adult Education Reliance, 18
Kelley Construction of Indiana, Inc., 556 Reliance Entertainment, 18
Kellogg, 341, 617–618 (NIAE), 396 Rite Aid, 502
Kenexa, 181 NCR Corporation, 146
Ken Maddox Heating and Air Conditioning, Ned-bank Group Limited, 105 S
Netflix, 149
Inc., 555 Netscape, 243 Safeway, 43
Kentucky Fried Chicken, 177 New York Metropolitan Transportation Sam’s Club, 113
Kimpton Hotel and Restaurant Group, 48 San Francisco 49ers, 171, 177e
Kjaer Group, 105 Authority (MTA), 539 Sarasota Hospital, 115
Knowledgeworkx, 378 New York Stock Exchange, 57 Sasken Corporation, 25
Kodak, 572 New York Times, 131, 135 Sears, Roebuck & Company, 131, 171–172,
Kohler, 547 New York Yankees, 498–499
KPMG, 581 Nike, 124, 224, 611 176, 249, 257, 573, 575
Kraft Foods, 569 Nikon, 278 Sears Holdings, 341
Kroger Co., 331 Nokia, 647 7-Eleven, 259
Nordstrom, 3, 171–172, 176 Shell Oil Co., 223, 647
L Northwest Airlines, 118 Sherwin-Williams, 223
Novartis, 289 Siemens, 647
LaToya, 515 Novelis, 18 6KN Sinter Metals, 135
Lechmere, Inc., 553 Novo Nordisk, 105 Skype, 345
Lehman Brothers, 22 Sofitel Hotels, 383
Lincoln Electric, 217 O Solectron, 51, 115–116
Lincoln Financial, 339 Southwest Airlines, 118–119, 134, 156–157, 217
LinkedIn, 338, 341 Oakland Raiders, 171 Specialized Bicycles, 355
Little Caesar’s Pizza, 257 Ocean Spray, 345 Spony Profiling Model (SPM), 380
Liverpool, 396 Office Depot, 249, 257 Sprint PCS, 577
Liverpool Virtual University (LVU), 396 Office Depot Mexico, 623 St. Peter’s Health Care, 339
Liz Claiborne, 611 Ohio nursing home, 507 Starbucks, 194, 221, 338, 502
Lockheed Martin, 221, 222, 285 Oracle Corporation, 24, 248, 548 State Farm, 218
Lominger International, 241 Otis Elevator, 443–444 State Street, 242
Los Angeles Dodgers, 499 Suave, 123
Louisville Slugger, 547 P Sunbeam, 18
Sundowner Offshore Services, Inc., 299
M Pacific Bell, 502 Sun Microsystems, 243, 447, 483, 578
Pantaloon, 24
Mahindra Group, 24 PeopleSoft, 548 T
Mattel, 212, 611 PepsiCo, 53, 176–177, 177e, 178, 217, 219,
Maytag, 212 Taco Bell, 177
224, 225, 341, 447 Target, 43
Phelps Dodge Corporation, 501, 557–558
Copyright 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
674 | Company Index
Tata Chemicals, 107 United Auto Workers, 547 Washington Aluminum Co., 541
Tata Consultancy Services, 24 United Parcel Service (UPS), 5, 175–176, Waste Management, 18
Tata Council for Community Initiatives WD-40 Company, 195
178, 239 Wells Fargo Bank, 165–166
(TCCI), 107 University of California, 315 Wharton School, 173, 178
Tata Group, 20, 21, 22, 101, 106–108 University of Maryland (UMB), 207 Whirlpool Corp., 125–126, 352
Tata Interactive Systems, 107 University of Texas Law School, 314–315 Whole Foods Markets, 217, 353
Tata Motors, 18, 26–27 University of Texas Medical School, 314 Winn-Dixie Stores, Inc., 56
Tata Sons, 22 U.S. Army, 222 Wireways, Inc., 556
Tata Steel, 18, 21 U.S. Merit Systems Protection Board WorldCom, 18
Texas Instruments (TI), 50 World-Work Ltd., 381
Time Warner, 143–144, 251, 341 (MSPB), 201 W.R. Grace & Co., 302
Time Warner Cable, Inc., 257 U.S. Patent and Trademark Office (USPTO), Wyndham Hotels, 249
Toering Electric Company, 557–559
Towers Perrin, 181, 182 255 X
Towers Watson & Co., 259 U.S. Postal Service, 201–202
Town and Country Electric, Inc., 553–554, US Airways, 118 Xerox, 18, 131, 578
557–558 V Y
Toyota Motors, 348
Training Management Corporation (TCM), Valero Energy Corp., 10–11 Yamaha, 547
Verizon, 277–278 Yankee Candle, 347
379 Victoria’s Secret, 249
Tucker International, 376 Virgin Atlantic Airlines, 395 Z
Tyco, 18 Volkswagen (VW), 104
Tyson Foods, 304 Zappos, 353
W
U
Walgreens, 49
U.S. Federal Government, 247 Wall Street Journal, 249, 492
United Airlines, 118, 578 Wal-Mart Stores, 43, 113, 248, 345
Copyright 2013 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
The words you are searching are inside this book. To get more targeted content, please make full-text search by clicking here.
Mello, A Seffrey Strategi Human Resources Management, 4th Edition, Siena College (1)
Discover the best professional documents and content resources in AnyFlip Document Base.
Search
Mello, A Seffrey Strategi Human Resources Management, 4th Edition, Siena College (1)
- 1 - 50
- 51 - 100
- 101 - 150
- 151 - 200
- 201 - 250
- 251 - 300
- 301 - 350
- 351 - 400
- 401 - 450
- 451 - 500
- 501 - 550
- 551 - 600
- 601 - 650
- 651 - 692
Pages: