What question did this study set out to answer?

The study aims to explore how cultural and institutional contingencies affect HRM practices across various domains.

July 1, 2005

The interplay between cultural and institutional/structural contingencies in human resource management practices

Key Points

The study aims to explore how cultural and institutional contingencies affect HRM practices across various domains.
Thorough literature review on HRM practices and their contingencies.
Focus on six key areas: planning, job design, recruitment, appraisal, compensation, and training.
Framework developed to guide future research and multinational practices.
Identified critical cultural and institutional factors that influence HRM practices.
Outlined six key areas where HRM practices need to adapt to both global and local contexts.
Provided a framework for future cross-cultural HRM research.

Abstract

Abstract In the face of globalization, organizations are concerned with how to design and implement HRM practices to fit the global as well as the local context. Based on a thorough literature review, the paper presents a systematic review of literature on cultural as well as institutional/structural contingencies influencing HRM practices in six key areas: human resource planning and career management; job analysis and design; recruitment and selection; performance appraisal; compensation and reward management; and training and development. The framework presented in this paper will, it is hoped, guide future cross-cultural research as well as the practices of multinational corporations. Keywords: HRM practicescultureinstitutional/structural contingencies Acknowledgements This paper is based on the Keynote Address at the 7th International Human Resource Management Conference, June 2003, Limerick, Ireland. The author wishes to thank Michael Morley and Terence Jackson for their comments and suggestions.

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