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

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

Role of the reward system in managing changes of organizational culture

The paper intends to investigate how companies can efficiently manage their organizational cultures through changes in the reward system. The paper is based on a research which has taken place in one Serbian company which decided to change its organizational culture, as a prerequisite for further organizational changes. As the main instrument for changing organizational culture, the top management used changes in the reward system. The findings suggest that in the short run only narrow changes of organizational culture are likely to occur. The influence of the reward system on cultural changes is quite limited, and therefore should be strengthened by using various HRM policies

Cultural divergence and performance evaluation systems: A comparative study of three Serbian companies

Many authors have argued that human resource systems are the business practices most likely to be affected by the cultural context within which they are applied. Among other HRM practices cultural differences significantly affect performance evaluation, causing various difficulties and inefficiencies in the implementation of performance evaluation systems (PES). In order to provide for a deeper understanding of difficulties in the implementation of PES within specific cultural contexts, this paper therefore intends to explore the design and implementation of performance evaluation systems in three Serbian companies. The research findings point out the importance of building more culturally sensitive PES, calling attention to some possible directions, particularly in Serbia

Two decades of post-socialism in Serbia: Lessons learned and emerging issues in human resource management

The success and speed of transition processes in post-socialist countries produced quite different results regarding theirs institutional and economic systems. As far as Human Resources Management (HRM) practices are concerned, the main challenge for managers in these countries seem to be how to efficiently replicate HRM practices from the Western capitalistic countries, taking into account the fact that there are considerable differences in institutional, cultural and economic contexts. A few available empirical studies from Serbia revealed mixed findings suggesting that there are evident signs of both forces - the convergence and the divergence of HRM practices in Serbia compared to the Western ones. The aim of this paper, therefore, is to investigate HRM practices in Serbia, in order to shed light on some emerging issues in HRM, which may be of significance regards further studies.Der Erfolg und die Geschwindigkeit von Übergangsprozessen in ehemals sozialistischen Ländern produzieren relativ unterschiedliche Ergebnisse im Hinblick auf ihr institutionelles und wirtschaftliches System. Bezüglich der HRMPraktiken scheint die größte Herausforderung für Manager in diesen Ländern zu sein, wie man effizient HRM-Praktiken aus westlichen Ländern, unter Berücksichtigung der unterschiedlichen institutionellen, wirtschaftlichen und kulturellen Kontexte, anwenden kann. Einige verfügbare Studien aus Serbien ergaben unterschiedliche Ergebnisse im Bezug auf die Existenz von beiden Kräften - Konvergenz und Divergenz - der HRM-Praktiken in Serbien im Vergleich zu westlichen Ländern. Das Ziel dieses Artikels ist, HRM-Praktiken in Serbien zu untersuchen, um einige weitere Fragen der HRM zu beleuchten, die möglicherweise von großer Bedeutung für weitere Studien sein könnten

Here, there, & everywhere: Development and validation of a cross-culturally representative measure of subjective career success

Subjective career success continues to be a critical topic in careers scholarship due to ever changing organizational and societal contexts that make reliance upon external definitions of success untenable or undesirable. While various measures of subjective career success have been developed, there is no measure that is representative of multiple nations. In this study, we develop and validate a new subjective career success scale, which is unique from currently available measures in that it was developed and validated across a broad representation of national cultures. We validated the scale across four phases and several studies cumulatively involving 18,471 individual respondents from 30 countries based upon the GLOBE and Schwartz cultural clusters. This scale allows for addressing career success differences both within and across cultures. It is also easily applicable in everyday practice for companies operating in multicountry contexts. We explore theoretical and practical implications

Here, there, & everywhere: Development and validation of a cross-culturally representative measure of subjective career success

46sìreservedSubjective career success continues to be a critical topic in careers scholarship due to ever changing organizational and societal contexts that make reliance upon external definitions of success untenable or undesirable. While various measures of subjective career success have been developed, there is no measure that is representative of multiple nations. In this study, we develop and validate a new subjective career success scale, which is unique from currently available measures in that it was developed and validated across a broad representation of national cultures. We validated the scale across four phases and several studies cumulatively involving 18,471 individual respondents from 30 countries based upon the GLOBE and Schwartz cultural clusters. This scale allows for addressing career success differences both within and across cultures. It is also easily applicable in everyday practice for companies operating in multicountry contexts. We explore theoretical and practical implications.mixedBriscoe, Jon P.; Kaše, Robert; Dries, Nicky; Dysvik, Anders; Unite, Julie A.; Adeleye, Ifedapo; Andresen, Maike; Apospori, Eleni; Babalola, Olusegun; Bagdadli, Silvia; Çakmak-Otluoglu, K. Övgü; Casado, Tania; Cerdin, Jean-Luc; Cha, Jong-Seok; Chudzikowski, Katharina; Dello Russo, Silvia; Eggenhofer-Rehart, Petra; Fei, Zhangfeng; Gianecchini, Martina; Gubler, Martin; Hall, Douglas T.; Imose, Ruth; Ismail, Ida Rosnita; Khapova, Svetlana; Kim, Najung; Lehmann, Philip; Lysova, Evgenia; Madero, Sergio; Mandel, Debbie; Mayrhofer, Wolfgang; Milikic, Biljana Bogicevic; Mishra, Sushanta; Naito, Chikae; Nikodijević, Ana D.; Reichel, Astrid; Saher, Noreen; Saxena, Richa; Schleicher, Nanni; Schramm, Florian; Shen, Yan; Smale, Adam; Supangco, Vivien; Suzanne, Pamela; Taniguchi, Mami; Verbruggen, Marijke; Zikic, JelenaBriscoe, Jon P.; Kaše, Robert; Dries, Nicky; Dysvik, Anders; Unite, Julie A.; Adeleye, Ifedapo; Andresen, Maike; Apospori, Eleni; Babalola, Olusegun; Bagdadli, Silvia; Çakmak-Otluoglu, K. Övgü; Casado, Tania; Cerdin, Jean-Luc; Cha, Jong-Seok; Chudzikowski, Katharina; Dello Russo, Silvia; Eggenhofer-Rehart, Petra; Fei, Zhangfeng; Gianecchini, Martina; Gubler, Martin; Hall, Douglas T.; Imose, Ruth; Ismail, Ida Rosnita; Khapova, Svetlana; Kim, Najung; Lehmann, Philip; Lysova, Evgenia; Madero, Sergio; Mandel, Debbie; Mayrhofer, Wolfgang; Milikic, Biljana Bogicevic; Mishra, Sushanta; Naito, Chikae; Nikodijević, Ana D.; Reichel, Astrid; Saher, Noreen; Saxena, Richa; Schleicher, Nanni; Schramm, Florian; Shen, Yan; Smale, Adam; Supangco, Vivien; Suzanne, Pamela; Taniguchi, Mami; Verbruggen, Marijke; Zikic, Jelen