The influence of culture on human resource management processes and practices: The propositions for Serbia

Abstract

This paper attempts to address the influence of national culture on HRM practices and processes in order to draw conclusions for Serbian HR practitioners, multinational corporations operating in Serbia, and any other country or organizational context that has similar cultural characteristics. To achieve this we first review the relevant literature to identify the interdependencies between Hofstede's cultural dimensions and HRM practices and processes. On the basis of recognized relationships we put forward 11 propositions about likely appropriate HRM practices (such as job analysis, recruitment and selection, human resource planning and career management) for the Serbian cultural context, characterized by high Uncertainty Avoidance, high Power Distance, Collectivism and Femininity

Rewarding employees in turbulent economies for improved organisational performance

“…In a similar research on HR and working practices in Greece and Serbia, it is argued that although there are differences in the origins and development of crisis in these two countries, the crisis can be considered institutionalised in both contexts having similar impact on SMEs and the way they respond to it (Psychogios et al, 2015). There is also other research exploring HRM in Serbia (Bogićević Milikić, 2009;Bogićević Milikić et al, 2012;Upchurch and Marinkovic, 2011), but Kosovo has not been yet explored as a distinct business setting partly due to the unresolved political dispute. There is equally little research on HRM practices in Romania which explores the informality of HRM in Romanian businesses (Constantin et al, 2006;Dalton and Druker, 2012) and the changes to the labour market caused by the Romanian economic transition.…”

Cultural Influence on Strategic Human Resource Management Practices: A Jordanian Case Study

“…However, in the 1990s the concept of bundling of human resource practices became popular and attracted to numerous studies (Wan et al, 2002). On the other hand, a few studies had addressed the implications of the cultural dimensions on HRM management processes and practices that can be applied to any country or organization (Milikic, 2009). However, there has been some concern about the extent to which models and practices of HRM are capable of being transferred from one country to another (Easterby-Smithy et al, 1995).…”

“…Furthermore, Aycan (2005) found out that job analysis may be affected by three of Hofstede`s cultural dimensions: Uncertainty Avoidance, Individualism vs. Collectivism, and Power Distance. In order that, these three dimensions affect the specificity of job description and job specification, the unit of analysis and the method of job analysis (Milikic, 2009). …”

“…Moreover, the culture influences many aspects of the recruitment process, so only those recruitment methods and practices that fit the culture are probably to be effective (Milikic, 2009). Also, numerous studies have focused on many aspects of recruitment, including the methods of recruitment and recruitment sources, and the plurality of studies have focused on the influence of only two of Hofstede`s cultural dimensions: Collectivism vs. Individualism and Power Distance (Milikic, 2009 …”

“…Also, numerous studies have focused on many aspects of recruitment, including the methods of recruitment and recruitment sources, and the plurality of studies have focused on the influence of only two of Hofstede`s cultural dimensions: Collectivism vs. Individualism and Power Distance (Milikic, 2009 …”