Difference in Techniques of Human Resource in Developed Countries and Underdeveloped Countries proposal

Topic: Difference in Techniques of Human Resource in Developed Countries and Underdeveloped Countries proposal

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WRITING A RESEARCH PROPOSAL

Your proposal should have the following structure:

1.   Title
2.   Introduction
3.   Description of the significance of the research.
4.   Research questions
5.   Literature review
6.   Derivation and statement of the hypotheses to be tested, in null and alternate form.
7.   Description of the research methods to be adopted
8.   Specification of the data to be analysed and likely sources
9.   Limitations of the study
10.   Bibliography

Techniques of Human Resource     3
Literature Review
Introduction
Human resource management is an important practice within organizations. The HR
practices are commonly used to run organizations in different contexts of recruitment,
compensation, appraisals, and other major areas that concern the management of
employees. However, the approaches used by a single organization are totally different
from other organizations. Of particular concern is the fact that the human resource
practices are dependent on the goals and objectives of an organization and these
definitely vary from one organization to another. Similarly, human resource practices
differ from one region to another. The literature review in this paper covers a critical
evaluation of the scholarly works related to the topic difference in techniques of human
resource in developed countries and underdeveloped countries. Basically, the major
point of argument from this review is that management practices are ‘socially
constructed’ across the different societies and there has never been a universally HR
practice that can be universally adopted.
!
Difference in National cultures and Impact on Human Resource Techniques
From a major point of view by different scholars, national cultures have a major
influence on HR practices between underdeveloped and developed nations. As
addressed by Gerhart (2009) developed countries differ in national cultures when
compared to underdeveloped countries. Therefore, the approaches they implement in
managing human resource are different. For instance, the concept of ‘Relational
networking’ is commonly adopted as a major strategy in HR practices within
Techniques of Human Resource     4
underdeveloped countries (Kai and Lewis, 2013). This national culture is commonly
related with interpersonal connections between the managers and the subordinates and
commonly identified in underdeveloped countries. This relationship is common in Middle
Eastern and Islamic countries as based on their social cultural values and attributes (Kai
and Lewis, 2013). In the context of developed countries, Barry (2009) highlighted that
individualism in a group setting is the main system adopted in management. From both
perspectives, what is evident is that close ties including personal relationships between
employer and employee are found out more in HR practices in underdeveloped
countries as opposed to the developed nations. For the developed nations, the
relationship is more of mutual expectations. Kai and Lewis (2013) gave the example of
Africa when countries practice strong family ties in HR functions. This is different from
such countries as the United States where individualism is virtue practiced within the
democratic space.
!
Difference in National Institutions and Impact on Human Resource Techniques
Additionally, a different argument by Zhu et al. (2014) indicated that institutions
presence which affects HR practices in the different regions is also commonly identified
as resulting to differences in HR practices across these regions. It is well documented
across the literature that there are different institutions that thrive and influence HR
practices across regions. For instance, increased presence of strong and influential
unions in developed countries is an evident issue that influences HR practices (Corine
et al., 2009). For the underdeveloped countries, unions are not adequately recognized
which is why they do not have substantial influence on the HR practices. Therefore, for
Techniques of Human Resource     5
the HR managers in underdeveloped countries, they do not feel the impact of unions
and other pressure groups in their routine practices. As addressed by Lee et al. (2005),
when managing employees, the pressure of unions affects how HR departments handle
the employees. The unions emphasize on the welfare of the employees, which is why
all practices must be oriented towards improving the welfare. A case study by Zhu et al.
(2014) highlighted the diminished significance of unions in Pakistan organizations.
Though present, the HR functions dismiss their significance, which is why they are not
influence in their practices. Compared to United States and United Kingdom, the
presence of such unions as institutions like EU and NAFTA is felt across organizations,
which is why HR functions are hugely influenced.
However, as highlighted by Lee et al. (2005), in underdeveloped countries, the presence
of unions is insignificant and not adequately operational. Therefore, the issue of
pressures on HR to tailor tasks and roles with consideration of employee welfare is not
common. As addressed by (ibid), most of the employee abuse cases are evident in
underdeveloped countries because the HR managers do not succumb or respect the
pressure of unions. However, it is also noted that even with the huge influence of unions
across developed countries, the membership to these unions is declining. This is
because of the competitiveness of labor force when majority of employers prefer
employees who are non-members of such unions. As addressed by Lee et al. (2005),
the issue of concern is that for many years unions have had a significant impact on HR
practices in developed countries. Therefore, it can be summarized that institutional
developments across the different regions play a critical role in shaping HRM practices.
!
Techniques of Human Resource     6
Difference in Market Competitive Pressures and Impact on Human Resource
Techniques
Conversely, a study by Frank and Harish (2008) found out that competitive pressures
within markets are also adequately discussed as an issue that results to the difference
in HR practices within developed and underdeveloped countries. Shay (2006) observed
that developed countries have experienced increased competitive pressure following
the increase in competitors. Therefore, the major focus of organizations in developed
countries has been on increasing profitability while at the same time retaining the top
positions. In such contexts, major HR activities focus on reducing spending and
maximizing profits. Lawler and Hundley (2008) observed that downsizing and
compensation are two major HR practices affected by the competitiveness within the
different markets across developed and underdeveloped countries. A significant number
of organizations in developed countries have practiced downsizing with the aim of
cutting down the costs while at the same time increasing compensation to motivate and
increase performance among the employees. Compared to the underdeveloped
countries, downsizing and increased compensation are not common as HR functions
within organizations. Muhtesem et al. (2002) highlighted that training and recognition
are the common HR functions associated with organizations in underdeveloped
countries. Therefore, it can be summarized that the influence of competitive pressures
within these markets results to the huge difference in HR functions.
Takao and Wang (1994) also argued that the response to competitive pressures within
the different markets results to the difference in HR functions. For instance,
organizations in developed countries have been forced to respond by embracing new
Techniques of Human Resource     7
technologies, HR structures, and work structures, in an effort to adjust to the changes
within the immediate environment. In this context, it is clear that, the level of technology
used between developed and underdeveloped countries in human resource
management practices also create a huge difference across the two regions.
Conversely, the HR structures also differ greatly. Cooke (2014) gave an example of
centralized managerial practices, which are common in organizations within
underdeveloped countries as opposed to developed countries that embrace
decentralized systems. Meyer and Hammerschmid (2010) discussed that in most
organizations in underdeveloped countries, decision making is top-bottom. This is
where the higher hierarchy makes the decisions and filters them down to the lower
levels. On a different approach, organizations in developed nations commonly embrace
a bottom-up approach in decision making. Meyer and Hammerschmid (2010) further
highlighted that employee in developed countries are more informed and motivated to
participation in management as opposed to the employees in underdeveloped
countries, thus the difference in managerial approaches.
!
Difference in Labor Force Availability and Impact on Human Resource Techniques
The availability of labor force is also observed by Benson and Zhu (2002) as a major
issue that highlights the difference in HR practices adopted and implemented in both
developed and underdeveloped countries. As addressed by Benson and Zhu (2002), in
developed countries, labor force in inadequate and there is huge competition. For the
underdeveloped countries, labor force is abundant and in excess. With this observation,
it is clear that retention as a HR function is a key issue in developed countries as
Techniques of Human Resource     8
opposed to underdeveloped countries. The abundance of human resources in
underdeveloped countries does not challenge HR practices related to retention.
Increased turnover and new recruitments within organizations in underdeveloped
countries is the most evident practice in human resources.
!
Different Government–business Relationship and Impact on Human Resource
Techniques
Conversely, there is a huge difference in organizations across developed and
underdeveloped countries following a difference in government–business relationship. It
is evident in the works of Lawler and Hundley (2008) that strong tie-up relationships are
existent between organizations and the government in developed countries as
compared to underdeveloped countries. Adler and Ghadar (1990) highlighted that
relationships are reciprocal within developed countries. However, the government
supremacy over business and organizations in underdeveloped countries is evident. As
highlighted by Pieter and Surette (2010), the HR in organizations within underdeveloped
countries has to abide by the government’s regulations. The government dictates the
way organizations are run rather than establishing a mutual relationship. Tatiana et al.
(2004) also observed that in most underdeveloped countries leaders in the government
exercise great control over the economy which is why they have a major influence on
the HR practices. However, the situation is different in developed countries when
business establishes close ties with the government. A case example is with the United
Kingdom where forums between government officials and prominent businesses are
Techniques of Human Resource     9
facilitated with the aim of sharing information and drafting the way forward (Frank and
Harish, 2008). However, in countries for instance in the African continent, majority of
governments play a supreme role in manipulating the economy and the way
organizations are run.
!
Difference in Labor Laws and Impact on Human Resource Techniques
Labor laws have a strong presence in developed countries as compared to
underdeveloped countries. A study by Edwards and Zhang (2002) highlighted the strict
labor laws in the United States that have influenced the HR practices within
organizations. The respective labor laws for instance in the British bureaucratic systems
are intended to provide healthy working environment for the employees. Therefore, in
such developed countries, the HR has to abide by these laws and meet the minimum
terms and conditions of employment. However, across developing or underdeveloped
countries for instance in Asia, the decrees and regulations are foregone or abused
(Edwards and Zhang, 2002). These laws are rarely applied, which is why the HR within
these regions is different in practice. In fact, a study by Pawan and Yaw (2004) indicated
that in the United States, thousands of cases are heard in courts related to labor laws,
which is why the laws have been adopted prominently as a guide to HR practices.
However, in underdeveloped countries where the criminal offenses punishable by fines
are assumed, the HR practices are not threatened or influenced.   Tatiana et al. (2004)
gave the example of Korean employers that have for many years not adhered to the
labor law requirements, yet they are still working within the respective organizations.
Compared to the United States, this would e a different case of punishment and layoffs
Techniques of Human Resource     10
for the respective employees. Therefore, the position of laws and policies governing HR
practice within countries has a major role to play in influence HR functions.
!
Conclusion
Human resource practices are different between organizations in developed and in
underdeveloped countries. It is observed that the national culture and institutions within
underdeveloped and developed countries plays a critical role in affecting the HR
functions. Commonly, HR functions in developed countries are characterized by close
ties with the government in developed countries as compared to under developed
countries. It is also evident that in developed countries the inadequate labor force has
contributed to different HR practices of retention and compensation as compared to the
less concern among organizations in underdeveloped countries where the labor force is
readily available. Among other issues noted as highlighting the differences in human
resource management in developed and underdeveloped countries include the
difference in level of technology used, the difference in competitive pressures, the
presence of institution such as labor unions, and the position of labor laws among
others. Therefore, with the different environmental factors the techniques of human
resource used in developed countries are different from those used in underdeveloped
countries.
!
!
Techniques of Human Resource     11
References
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