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1. INTRODUCTION
2. HRM
3. CULTURE
4. HRM MANAGEMENT PRACTICES
5. MOROCAN MANAGEMENT EXAMPLE
6. CONCLUSION
 INTRODUCTION
Human Resource Management (HRM) practices are central to organisational success,
but their complexity is further revealed when applied across cultures.

In our interconnected and globalized world, businesses and organizations face the
challenge of operating in culturally diverse environments. The success of
globalization depends not only on the economic and technological aspects but also on
understanding and navigating the complexities of different cultural norms and values.
 HRM
Human Resource Management is increasingly used to refer to the philosophy, policies,
procedures, and practices relating to the management of people within organizations.
According to Oloyede (2015)

Storey (1995) sees HRM as a distinctive approach to employment management which

seeks to achieve competitive advantage through the strategic deployment of a highly
committed and capable workforce, using an integrated array of cultural, structural, and
personnel techniques.

HRM is concerned with planning, or-ganizing, directing and controlling of the recruitment,
the selection, and placement, the induction, the training and development, the
compensation, the integration and maintenance of people for the purpose of contributing
to the goals of the organization (Akinloye & Akinpelu, 2018).

In addition, Ideh and Aghogban (2018) view HRM as a set of policies designed to maximize
organizational integration, employee commitment, flexibility and quality of work.
Essentially, HRM is a multidisciplinary function that depicts assumptions from different
fields such as management, psychology, sociology, and economics (Senyuce, 2009).
 CULTURE
INTRODUCTION

Effective management of global workforce requires understanding and

appreciation of cross-cultural differences in the subtle aspects of culture including
values, assumptions, beliefs and norms. Consider the following mini-cases.
 CULTURE
INTRODUCTION

At first, organizations believed that ‘employees had the stomach’ to fill; if you
provided them with the conditions to satisfy their basic needs, they would
work hard.

Storey (1995) sees HRM as a distinctive approach to employment management which

seeks to achieve competitive advantage through the strategic deployment of a highly
committed and capable workforce, using an integrated array of cultural, structural, and
personnel techniques.

HRM is concerned with planning, or-ganizing, directing and controlling of the recruitment,
the selection, and placement, the induction, the training and development, the
compensation, the integration and maintenance of people for the purpose of contributing
to the goals of the organization (Akinloye & Akinpelu, 2018).

In addition, Ideh and Aghogban (2018) view HRM as a set of policies designed to maximize
organizational integration, employee commitment, flexibility and quality of work.
Essentially, HRM is a multidisciplinary function that depicts assumptions from different
fields such as management, psychology, sociology, and economics (Senyuce, 2009).
 CULTURE
DEFINITION

Culture has been defined in more than 150 ways by many disciplines.
we refer to culture as a loosely coupled system of values, assumptions, beliefs,
norms and behaviours shared among the members of a human group and
differentiating it from other groups. When you visit a new country, you may almost
immediately realize that you are in a different culture by observing driving
behaviour, eating habits, dress code, greeting patterns, conversational styles and so
on. However, it takes time to realize that a culture is different from your own also
because people hold different assumptions, values, beliefs and norms.
 CULTURE
importance of a cross culture

1.The Importance of Cultural Context for Learning Organizations Managing cross-

cultural differences has become an item in the managerial agenda in all types of
organizations. Multinational organizations unavoidably deal with the challenges and
opportunities of managing culturally diverse workforce. Domestic
organizations face similar challenges, because the majority of them have a culturally
diverse workforce in the local context or they have to understand crosscultural
issues in dealing with business partners (e.g., suppliers, vendors, outsourced service
providers) around the world.
 CULTURE
importance of a cross culture

2. The aim of cross-cultural management is to ‘describe organizational behaviour

within countries and cultures; compare organizational behaviour across cultures
and countries and perhaps most importantly seeks to understand and improve the
interactions of co-workers, clients, suppliers and alliance partners from different
countries or cultures’ (Adler, 1991, pp. 10–11). In each chapter, we discuss the topic
in the cultural context to help future managers handle possible conflicts
orinefficiencies resulting from cross-cultural differences and improve the
interactions within the diverse workforce.
 CULTURE
15 Elements of Culture: Enhance Cross-cultural Understanding
 CULTURE
Hofstede’s Cultural Dimensions

To aid businesses in understanding and managing cultural differences, Dr. Geert

Hofstede introduced Hofstede's Cultural Dimensions in the 1970s. These dimensions
form an internationally recognized methodology for comprehending cultural
variations between nations. By delving into each of the six cultural dimensions
defined by Dr. Hofstede, organizations can gain valuable insights into the cultural
nuances that influence behaviors, attitudes, and decision-making in different
societies.
 CULTURE
What is Hofstede's Cultural Dimensions?

Hofstede's Cultural Dimensions is a

comprehensive framework
proposed by Dr. Geert Hofstede to
assess and compare cultural
differences between countries. Dr.
Hofstede conducted a pioneering
study in the late 1960s and early
1970s, examining the cultural
values and beliefs of IBM
employees across different
nations. From this research, he
identified six dimensions that
represent distinct cultural aspects
in societies.
 CULTURE
Mintzberg model.

Mintzberg model.
Mintzberg added
organizational dimensions to
the model for multinationals to
work with and understand
cultural differences in their
organisations better: He added
organisational configuration,
coordination mechanisms and
key part of the organisation to
Hofstede’s cultural dimensions.
 CULTURE
Mintzberg model.

In fact doing business on a global level the Hofstede/ Mintzberg models explain that
Chinese business decision making follows clear hierarchical rules and structure and is
usually top down due to high Power Distance and low Uncertainty Avoidance (i.e. Chinese
can live with a higher Uncertainty than most Western cultures). Looking at German
business decision making shows exactly the opposite: Low Power Distance and high
Uncertainty Avoidance lead to high levels of bureaucracy and process and decisions being
made on the operational level of the organisation.
 CULTURE
The Seven Dimensions of Culture Trompenaars model

How does Trompenaars define culture?

Trompenaars believes culture is the result of how people have come together to
survive in the world. It is made up of what they value, how they may behave, and
the norms the group has established and displays when together.
 CULTURE
The Seven Dimensions of Culture Trompenaars model
What are the 7 dimensions of culture?
 HRM MANAGEMENT PRACTICES
CROSS-CULTURE HUMAN RESOURCE MANAGEMENT
 HRM MANAGEMENT PRACTICES
Recruitment, Selection and Promotion

One of the most

important activities in
the HR area is recruiting
and hiring and the
strategic role of HR
managers is ensuring
that the staffing
requirements associated
with the company’s
overall strategic plans
are understood and
satisfied and that the
right people are selected
for all of the
 HRM MANAGEMENT PRACTICES
LEADERSHIP 1

‘the ability of an individual to influence, motivate and enable others to

contribute toward the effectiveness and success of the organizations of
which they are members’ (House
et al., 2001, p. 494).
‘From time immemorial, whenever human beings have come together in pursuit of some goals or
objectives, they have felt the need of a leader. So much so that in most cultures and societies
the leader role has been institutionalized as, for example, the tribal chief, the head of the
household or family, the head of the village, the mayor of the town, the president, prime
minister, or monarch of a country
 HRM MANAGEMENT PRACTICES
LEADERSHIP 2
 HRM MANAGEMENT PRACTICES
Compensation and Benefits motivation 1

As an essential HRM action, compensation has many meanings. Companies use

compensation to recruit, retain and motivate employees (McArthur, 2004).

Performance and salary determine compensation, which can be financial in wages, salaries, incentives, bonuses,
and benefits. Non-financial rewards include promotions, job titles, training, recognition, empowerment,
appropriate business environment, vacations, feedback, social activities, andflexibility in working hours
(Armstrong, 2006).

Compensation increases employee satisfaction, achieves high-performance levels, and sustains organisational
growth (Atteya,
2012).
 HRM MANAGEMENT PRACTICES
Compensation and Benefits motivation 2

In addition, compensation increases employee motivation, skills development, capabilities, and productivity (Kuvaas &
Dysvik, 2009). According to HR practices, organisations should provide better compensation to attract and retain
competent employees and encourage them to achieve organisational goals. This can result in a good combination of
high performance, productivity, and improved employee morale. Furthermore, compensation can help employees
acquire the entrepreneurial traits necessary to face future challenges and help companies achieve competitive strategic
goals in a constantly changing business environment.
 HRM MANAGEMENT PRACTICES
MOROCCAN EXAMPLE
INTRODCUTION

Morocco’s management landscape is influenced by its diverse cultural and historical roots,
with distinct management styles often associated with specific regional or cultural
identities. The Fassi , Aroubi , Soussi , and Modern management styles reflect varying
approaches shaped by tradition, regional characteristics, and modern globalization trends
 HRM MANAGEMENT PRACTICES
MOROCCAN EXAMPLE
INTRODCUTION
 HRM MANAGEMENT PRACTICES
CONCLUSION

Human Resource Management (HRM) across cultures is a critical aspect of global business success. It requires
understanding and integrating diverse cultural values, beliefs, and practices to effectively manage a multicultural
workforce. Cultural differences influence communication, decision-making, leadership styles, and employee
expectations. To navigate these complexities, HRM must adopt a flexible and inclusive approach, promoting cross-
cultural training and fostering mutual respect. Tailoring policies to local contexts while maintaining core
organizational values ensures alignment and equity. Embracing cultural diversity enhances innovation,
collaboration, and competitive advantage. Ultimately, effective cross-cultural HRM drives organizational cohesion
and global success.
 HRM MANAGEMENT PRACTICES
Bibliography

Hofstede, Geert, Culture's Consequences: Comparing Values, Behaviors, Institutions, and

Organizations across Nations (Sage, 2001.).

Tang, Linghui; Koveos, Peter E. “A Framework to Update Hofstede's Cultural Value Indices:
Economic Dynamics and Institutional Stability,” Journal of International Business Studies v.39/6,
September 2008.

Kenneth, W. T. and Ralph H. Kilmann. 2008. Conflict Mode Instrument Profile and Interpretive Report.
CPP, Inc.
Thanks!