The Cultural Context of Human Resource Development by Hansen, Carol D. -- Read -- Imperial Library of Trantor

Index

The Cultural Context of Human Resource Development

Contents Figures Tables Preface

Purpose Chapter content

Acknowledgments Notes on Contributors Part I

1 Anthropology: A Foundation for Human Resource Development

What is anthropology? What is human resource development? How and why is anthropology being used in business? The application of anthropology to training and development

Lifelong and self-directed learning Task analysis Cross-cultural training Leadership development The application of anthropology to organization development Organizational culture assessment Mergers and acquisitions Globalization Process improvement Diversity Organizational change Systems thinking Small group behavior Others

The application of anthropology to career development

Performance appraisal/management Career ladders or promotions Succession planning Coaching and mentoring

Conclusions References

2 Go to the People: Using Emic Approaches for Cultural Understanding

Etic and emic Limitations of etic approaches

In research design In research application Meaning behind etic scores

Emic perspective and cultural learning

Importance of learning cultural context Cultural learning process

Applying an emic approach in cultural learning

Learning through the emic cycle Moving beyond the surface level of culture Using cultural context in training

Conclusion References

Part II

3 The Cross-Cultural Transfer of American Models and Myths to Germany and the Côte d’Ivoire

Background

Myths and work cultures HRD as an occupational culture National cultures

The study

Setting and procedures Story stem and endings Myths Other HRD functions Discussion

Conclusion References

4 The Cultural Context of Human Resource Development Paradigms and Practices in South Africa

From past to present: A rainbow nation in the making Ubuntu: A special kind of worldview

Core principles of ubuntu The spirituality principle The consensus building principle The dialogue principle

Striking a balance among inherently dissonant systems Ubuntu management approach and its relevance to HRD Human resource development in South Africa: Paradigms Human resource development in South Africa: Practices

Teambuilding Empowerment

Conclusion References

5 Empowerment: A Practice Embedded in Cultural Contexts. A Comparison between the United States and France

The American concept of empowerment

The American cultural roots of empowerment Empowerment in practice

Setting clear, challenging but fair and attainable goals Setting an enabling work environment Giving authority to make decisions within a structured set of organizational values Holding employees accountable and rewarding performance

The French vision of empowerment

French managers in trouble Empowerment revisited through French culture

Setting a broad mission Developing competences Controlling loosely

Conclusion Notes References

6 Human Resource Development in Austria: A Cultural Perspective of Management Development

Austria—country information

Basic information about Austria and its history Political environment and industrial relations

Austrian culture

Societal culture Leadership culture

Management development in Austria—empirical illustrations

Samples Results

Who? To whom? When? How? How important? What? Why?

Austrian management development in context

Internal orientation Medium priority Systematic

Conclusion References

7 Malleability in Spain: The Influence of US Human Resource Development Models

Historical evolution of economic development in Spain Spanish labor market features Evolution of the HR function in Spain Empirical study of US MNCs in Spain

Recruitment and Development Culture transmission Workforce diversity

Conclusions Acknowledgments Notes References

8 Asian Reversalism: An Alternative Approach to Career Development

Theoretical frame

The fast tracker and CD A departure from the traditional

The Tao of reversalism

Opposites, relativity, and return Yin-Yang

Applying reversalism to CD

Pathways to career maturity Appropriate timing

Conclusion and future research Acknowledgments References

Part III

9 The Cultural Context of Organizational Identity: How Belief Systems Can Frame the Practice and Role of Human Resource Development

Organizational identity dimensions Construction of organizational identity Small number of organizational identity attributes Organizational identity: The enduring essence of organizational culture

Purpose Philosophy Purpose and philosophy

Using strategic priorities to support identity: The components of core culture

Priorities Core culture

The role of HR Alignment of practices and projections to core culture

Practices Projections

Using core culture beliefs to guide organizational change References

10 The Culturally Distinct Role of Human Resource Development in Nonprofit Organizations

A brief cultural context HRD and nonprofit organizational size HRD and the volunteer workforce HRD and nonprofit leadership

Nonprofit governance Organizational genesis and “the” founder’s syndrome Leadership succession in nonprofit organizations

Conclusion References

11 Culture Conflicts in Demonstrating the Value of Human Resource Development

Background About the studies Study one: Generating hypotheses about how training managers assess productivity and effectiveness Study two: Confirming hypotheses about how training managers assess productivity and effectiveness Insights and implications for the culture of training Acknowledgments References

12 The Influence of Organizational Culture on Training Effectiveness

Organizational culture

Artifacts Patterns of behavior Behavioral norms Values Fundamental assumptions

Subcultures

Function Hierarchical level Line/staff Gender Profession

Systematic body of knowledge and performance standards Standardized training and restricted membership Occupational associations and codes of ethics

Conclusion References

13 When Human Resources Practices and Organizational Culture Collide: A Performance Management Case Study

Organizational culture as a contextual factor in performance management Overview of this case study Findings and implications for HRD research and practice

Organizational culture: The context for performance management Administrative versus developmental purposes of performance management Alignment required: Strategy, culture, and performance management

Implications for HRD practitioners New directions for HRD research References

14 The Link between Culture and Succession Planning

Succession planning: Trends and implications Organizational culture Organizational culture and succession planning

Implications for the company studied

Broad implications for HRD practitioners Conclusion References

Author Index Subject Index

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