Human Resource Management

Abstract

This chapter focuses on human resource management (HRM) practices and communications — areas likely to be particularly sensitive to cultural influences. Convergence across nationalities in HRM policies was evident in post-acquisition moves towards performance-related pay, training, and team-based product development. Most acquirers also made adjustments to suit local culture. American HRM reflected a short-term individualistic business culture. Japanese HRM generally reflected long-term, consensual, team-based collectivist national philosophies. French companies tended to display an approach that gave precedence to managers of French origin. German companies were the most anxious to adopt international practices in their acquisitions, even when these conflicted with their national tendencies. The research confirmed that firms differ in the HRM practices applied to their subsidiaries, but also showed signs of convergence in some areas.

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