Hiring, training and development practices in German and Indian manufacturing companies

This paper focuses on hiring and training practices in German and Indian automobile manufacturing companies. The differences in perception of sixty-four German managers and seventy-seven Indian managers of the HRM practices in their companies were explored by using the Best International Human Resource Practices Survey. The results of the quantitative analysis show no significant differences of perceptions among German and Indian managers. Further qualitative analyses noted subtle differences in the views of managers, it identifies a number of commonalities in hiring, training and development practices, although the intensity of their usage differs from case to case. Human resource managers still need to be culturally sensitive when devising human resource management systems in different industries and countries

Performance and pay practices in German and Indian manufacturing companies

German manufacturing companies are expanding their operations to emerging industrial economies such as India. This paper focuses on pay and performance practices in German and Indian automobile manufacturing companies. The differences in perception of sixty four German managers and seventy seven Indian managers of these practices in their companies were explored. The results of the quantitative analysis of the relevant sections of the Best International Human Resource Practices Survey show no significant differences between performance appraisals and pay practices in these contexts. The only significant difference was on the question about pay practices that provide recognition for long term results. Further qualitative analyses noted several divergent perspectives as well as in the use of practices between the managers. A conclusion is that human resource practices are best when adapted to cultural and national differences