HRM Essay: What is the impact of national culture on HRM practices in UK and Chinese firms?

Introduction

In an increasingly globalising world and business internationalization, the issue of national culture and how it impacts business is of key interest. Moreover, international businesses are concerned with how national culture may impact HRM procedures and practices when operating in host countries. Thus numerous studies have been conducted to examine how culture differs from country to country (Hofstede 1980; 1991) and how such national cultural differences translate into HRM differences that shape HR practices of organizations (Rowley et al. 2004; Gamble 2003; Papalexandris and Panayotopoulou 2004; Schneider 1988; Easterby-Smith et al. 1994; Sparrow et al. 1994; Warner 2004; 2008).

This literature review will thus go over some of these studies and other supporting empirical research that has been carried out to examine the impact that national culture has on HRM practices. A number of studies of particular interest are those that have examined comparative differences in HRM practices between Chinese and UK firms resulting from cultural variations (Easterby-Smith et al. 1994; Gamble 2003; Warner 2004; 2008; Rowley et al. 2004).

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