Human Relations

, Volume 51, Issue 5, pp 571–588 | Cite as

Individualism/Collectivism Orientations and Reactions Toward Alternative Human Resource Management Practices

  • Nagarajan Ramamoorthy
  • Stephen J. Carroll

Abstract

In this study, we examined the relationship between individualism collectivism orientations of potential job seekers and their reactions toward alternative human resource management (HRM) practices in the areas of selection, performance appraisal, reward system, career system, and employment security. Using several subdimensions of individualism collectivism, we found many significant relationships between individualism collectivism orientations and preferences for alternative human resource management practices that might affect the effectiveness of alternative HRM practices.

INDIVIDUALISM/COLLECTIVISM HUMAN RESOURCE MANAGEMENT PRACTICES HRM/COLLECTIVISM “fit” CULTURE 

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

REFERENCES

  1. Adler, N. J., & Jelinek, M. Is “organization culture” culture bound? Human Resource Management, 1990, 25, 73–90.Google Scholar
  2. Bernardin, J. H., & Russell, J. E. A. Human resou rce managemen t: An experiential approach.New York: McGraw-Hill, 1993.Google Scholar
  3. Bretz, R. D., Milkovich, G. T., & Read, W. The current state of performance appraisal research and practice: Concerns, directions, and implications. Journal of Management, 1992, 18, 321–352.Google Scholar
  4. Carroll, S. J., & Schneier, C. E. Performance appraisal and review systems: The identification, measurem ent and development of performance in organizations. Glenview, IL: Scott, Foresman, 1981.Google Scholar
  5. Cox, T. H. Cultural diversity in organizations: Theory, research, and practice. San Francisco, CA: Berrett-Koehler, 1993.Google Scholar
  6. Cox, T. H., Loebel, S. A., & McLeod, P. L. Effects of e thnic group cultural differences on cooperative and compe titive behavior in a group task. Academ y of Management Journal, 1991, 34, 827–847.Google Scholar
  7. Erez, M., & Earley, P. C. Culture, self-identity, and work. London: Oxford, 1993.Google Scholar
  8. Ghiselli, E. E. Explorations in managerial talent.Pacific Palisades, CA: Goodyear Publishing Company, 1971.Google Scholar
  9. Gomez-Mejia, L. R., & Welbourne, T. Compensation strategies in a global context. Human Resource Planning, 1991, 14, 29–41.Google Scholar
  10. Hofstede, G. Cultures consequ ences: International differences in work-related values.Beverly Hills, CA: Sage, 1980.Google Scholar
  11. Hofstede, G. Cultural dimensions in management and planning. Asia Pacific Journal of Management, 1984, 1, 81–99.Google Scholar
  12. Kagitcibasi, C. A critical appraisal of individualism and collectivism: Toward a new formulation. In U. Kim, H. C. Triandis, C. Kagitcibasi, S. Choi, and G. Yoon, (Eds.), Individualism and collectivism: Theory, method and applications. Beverly Hills, CA: Sage, 1994.Google Scholar
  13. Ketchum, L. D., & Trist, E. All teams are not created equal: How employee empowerment really works? Newbury Park, CA: Sage, 1992.Google Scholar
  14. Kim, I. K., Park, H., & Suzuki, N. Reward allocations in the United States, Japan, and Korea: A comparison of individualistic and collectivistic cultures. Academy of Management Journal, 1990, 33, 188–198.Google Scholar
  15. Lawler, E. E. The ultimate advan tage: Creating the high-in volvement organization. San Francisco, CA: Josey-Bass, 1992.Google Scholar
  16. Manz, C. C., & Sims, H. P. Business without bosses: How self-managing teams are building high performing companies. New York: John Wiley & Sons, 1993.Google Scholar
  17. Milkovich, G. T., & Newman, J. M. Compensation (3rd ed.). Homewood, IL: BPI/Irwin, 1990.Google Scholar
  18. Murphy, K. R., & Cleveland, J. N. Performance appraisal: An organizational perspective.Boston, MA: Allyn and Bacon, 1991.Google Scholar
  19. Nash, A. N., & Carroll, S. J. The managem ent of compen sation. Belmont, CA: Wadsworth, 1975.Google Scholar
  20. Pucik, V., & Katz, J. H. Information, control, and human resource manageme nt in multinational firms. Human Resou rce Management, 1986, 25, 121–132.Google Scholar
  21. Schneider, B. Interactional psychology and organizational behavior. Research in Organizational Behavior, 1983, 5, 1–31.Google Scholar
  22. Schwartz, S. H. Beyond individualism/collectivism: New cultural dimensions of values. In U. Kim, H. C. Triandis, C. Kagitcibasi, S. Choi, and G. Yoon, (Eds.), Individu alism and collectivism: Theory, method and applications. Beverly Hills, CA: Sage, 1994.Google Scholar
  23. Sekaran, U., & Snodgrass, C. R. A model for examining organizational e ffectiveness cross-culturally. Advances in In ternational Comparative Managem ent, 1986, 2, 211–232.Google Scholar
  24. Taylor, M. S. American managers in Japane se subsidiaries: How cultural differences are affecting the work place. Human Resource Plan ning, 1991, 14, 43–49.Google Scholar
  25. Triandis, H. C. Theore tical and methodological approaches to the study of collectivism and individualism. In U. Kim, H. C. Triandis, C. Kagitcibasi, S. Choi, and G. Yoon, (Eds.), Individualism and collectivism: Theory, method and application s. Beverly Hills, CA: Sage, 1994.Google Scholar
  26. Triandis, H. C., McCusker, C., & Hui, H. C. Multimethod probes of individualism and collectivism. Journal of Personality and Social Psychology, 1990, 59, 1006–1020.Google Scholar
  27. Wagner, J. A. Studies of individualism-collectivism: Effects on cooperation in groups. Academy of Managem en t Journal, 1995, 38, 152–172.Google Scholar

Copyright information

© The Tavistock Institute 1998

Authors and Affiliations

  • Nagarajan Ramamoorthy
  • Stephen J. Carroll

There are no affiliations available

Personalised recommendations