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Striking a balance between globalization and localization in human resource management (HRM)
requires a better understanding of the cross-national differences in terms of both the status quo
and the socially desirable HRM practices. With this purpose in mind, we examined the hiring
practices in ten different countries or regions using the Best International Human Resource
Management Practices Survey (BIHRMPS). Our empirical findings revealed more divergence
than convergence in current recruiting practices, but they also suggest that organizations around
the world are indeed in the process of converging on ways of recruitment even though the current
selection criteria may still be driven by each countrys prevalent cultural values. 2002 Wiley
Periodicals, Inc.
Introduction
Selecting the most qualified persons to fill
job vacancies seems to be a universal goal
for both human resource and line managers
around the world, as a mismatch between
jobs and people could dramatically reduce the
effectiveness of other HRM functions
(Dunnette & Borman, 1979; Florkowski &
Schuler, 1994; Mendenhall, 1987). Nonetheless, the methodology of personnel selection
has never been uniform around the world.
Whether a specific personnel selection practice should be universally adopted remains
an unresolved issue, but understanding the
similarities and dissimilarities of existing hiring practices in different nations ought to be
the first step taken by HRM researchers along
this line of inquiry. Given the crucial role
played by this personnel function in managing a multinational work force, it was surprising how little attention it had received as
Human Resource Management, Spring 2002, Vol. 41, No. 1, Pp. 3144
2002 Wiley Periodicals, Inc. This article published online in Wiley InterScience (www. interscience.wiley.com).
DOI: 10.1002/hrm.10018
31
32
Although few
would expect
human resource
managers around
the world to
recruit new
employees in the
same way, it is
reasonable to
assume that
certain practices
are more
ubiquitously used
by organizations
of various
nationalities.
33
In the workplace,
a person who can
mingle with
other
organizational
members and fit
into the
organizational
culture is usually
preferred.
34
One special
feature of
BIHRMPS is that
respondents were
asked to indicate
the extent to
which each one
of these items
affects the hiring
decisions in their
organizations in
both is now and
should be
situations.
TABLE I
Q1
Q2
Q3
Q4
Q5
Q6
Q7
Q8
Q9
Q10
N
PRC
CAN
AUS
3.76
4.08
4.10*
(.82)
(.68)
(.73)
3.27
4.18
4.22
(.83)
(.72)
(.76)
3.34
3.44
3.47
(.78)
(.90)
(.97)
3.16
2.06
1.74
(1.00)
(.96)
(1.01)
3.25
3.06
2.73
(.91)
(1.06)
(1.07)
3.54
2.34
2.31
(.81)
(1.24)
(1.16)
3.56
3.82
3.80
(.79)
(.83)
(.87)
3.35
3.10
3.09
(.87)
(1.01)
(.98)
3.31
3.58
3.61
(.85)
(.94)
(.96)
2.82
1.94
1.87
(.93)
(.98)
(.99)
521
124
436
IND
3.58
(.90)
3.55
(.89)
3.13
(.87)
2.69
(1.22)
2.95
(1.04)
3.27
(1.09)
3.05
(.98)
3.08
(.73)
3.14
(.86)
2.46
(1.09)
237
JPN
3.01
(.97)
3.62
(.91)
3.13
(.88)
2.57
(1.09)
2.87
(1.05)
2.91
(1.05)
2.59
(1.10)
3.14
(.94)
2.94
(.89)
2.12
(1.04)
502
KOR
3.22
(.94)
3.31
(.89)
3.18
(.95)
2.50
(1.03)
2.98
(1.02)
3.34
(.93)
2.75
(1.01)
2.94
(.99)
3.11
(.97)
2.22
(.98)
234
MEX
3.39
(1.02)
3.77
(1.06)
3.03
(1.07)
3.26
(1.21)
2.79
(1.24)
3.02
(1.24)
3.11
(1.17)
3.15
(1.04)
3.23
(1.07)
2.32
(1.18)
479
TWN
3.53
(.86)
3.55
(.78)
3.50
(.84)
3.19
(.98)
3.48
(.89)
3.49
(.80)
3.47
(.82)
3.71
(.81)
3.39
(.80)
2.94
(.98)
237
LAT
USA
3.93
3.98
(.90)
(.83)
4.31
4.17
(.99)
(.85)
3.15
3.45
(1.09) (1.28)
2.63
2.66
(1.29) (1.24)
3.47
2.76
(1.05) (1.25)
2.98
1.91
(.144)
(1.01)
3.75
3.68
(.93) (1.11)
3.51
2.97
(.93) (1.10)
3.38
3.44
(1.11) (1.27)
1.80
2.42
(.97)
(1.18)
169
143
35
36
TABLE II
Q1
Q2
Q3
Q4
Q5
Q6
Q7
Q8
Q9
Q10
N
PRC
CAN
AUS
4.36
4.19* 4.31
(.68)
(.64)
(.72)
3.56
4.10
3.99
(.85)
(.81)
(.85)
3.71
3.94
3.71
(.80)
(.76)
(.89)
2.96
1.41
1.31
(1.20)
(.61)
(.64)
3.58
3.10
2.72
(.91)
(1.12) (1.12)
3.96
3.03
3.25
(.72)
(1.06) (1.19)
3.91
3.93
3.82
(.84)
(.87) (1.00)
3.92
3.58
3.60
(.78)
(.96)
(.90)
3.76
4.10
3.99
(.81)
(.76)
(.84)
3.11
2.71
2.54
(1.01)
(1.11) (1.41)
483
124
435
MEX
KOR
JPN
IND
4.57
4.16
3.77
4.16
(.65)
(.69)
(.94)
(.66)
4.30
3.88
4.00
3.93
(.88)
(.74)
(.77)
(.70)
3.71
4.12
3.57
3.82
(1.20)
(.75)
(.84)
(.77)
3.31
1.82
2.54
1.88
(1.32)
(1.15) (1.05)
(1.06)
3.73
3.99
3.27
3.67
(1.20)
(.93)
(1.09)
(.97)
4.42
3.55
3.11
4.04
(.74)
(.92)
(.93)
(.75)
4.23
3.31
3.00
3.50
(.89)
(1.10) (1.00)
(1.09)
4.18
4.12
3.80
3.82
(.78)
(.75)
(.86)
(.70)
4.23
4.09
3.20
3.89
(.86)
(.78)
(.94)
(.79)
3.18
3.16
2.60
2.64
(1.29)
(.99)
(1.09)
(1.16)
471
224
500
233
TWN
4.21
(.68)
3.91
(.67)
4.13
(.64)
3.33
(1.01)
4.02
(.75)
4.04
(.67)
3.88
(.73)
4.31
(.58)
4.00
(.70)
3.50
(.91)
236
LAT
USA
4.62
4.40
(.74)
(.62)
4.44
4.19
(.96)
(.78)
4.20
4.14
(1.00)
(.71)
2.27
1.80
(1.25)
(.91)
4.13
2.93
(1.04)
(1.05)
3.93
2.80
(1.21)
(1.28)
4.25
4.01
(.86)
(.80)
4.07
3.67
(1.06)
(.87)
4.63
4.10
(.66)
(.82)
2.95
3.38
(1.33)
(1.02)
168
142
TABLE III
Three Top-Ranking Is Now and Should Be Factors in Each Country/Region (in Order of Importance).
Nation/Region
Australia
is now Conditions
(A) A personal interview
(B) A persons ability to perform the technical requirements of the job
(C) Proven work experience in a similar job
Canada
PRC
Indonesia
Japan
Korea
(A) An employment test in which the person needs to demonstrate the skills
(B) A personal interview
(C) A persons ability to perform the technical requirements of the job
Mexico
Taiwan
(A) A persons potential to do a good job, even if the person is not that good when they first start
(B) A personal interview
(C) A persons ability to get along well with others already working here
USA
Latin America
37
38
TABLE III
(continued.)
Nation/Region
Australia
Should Be Conditions
(A) A persons ability to perform the technical requirements of the job
(B) A personal interview
(C) How well the person will fit the companys values and ways of doing things
Canada
PRC
Indonesia
Japan
Korea
Mexico
Taiwan
(A) A persons potential to do a good job, even if the person is not that good when they first start
(B) A persons ability to perform the technical requirements of the job
(C) A persons ability to get along well with others already working here
USA
Latin America
(A) How well the person will fit the companys values and ways of doing things
(B) A persons ability to perform the technical requirements of the job
(C) A personal interview
proven work experience is an important selection criterion in these two nations in the
is now situation. When it comes to the
should be situation, however, a good fit with
the companys values and ways of doing things
becomes more crucial.
Likewise, in the case of Mexico, having the
right personal connections is one of the top
three hiring factors in practice, but the use of
a more objective employment test is viewed as
very desirable in a should be situation. A personal interview is a very crucial step in the ac-
TABLE IV
39
LAT
USA
TWN
MEX
KOR
JPN
IND
PRC
CAN
AUS
.146
.393***
.071
.243***
.176**
.228***
.195**
.227***
Q1
.199*
.132**
.085
.035
.069
.023
.009
.121**
.174**
.005
Q2
.061
.055
.100
.116
.049
.147***
.118
.117*
.107
.010
Q3
.156
.124*
.109
.126
.063
.081*
.081
.025
.013
Q4
.269*** .296*** .072
.124
.098
.151*
.053
.164**
.087*
.145*
.075
Q5
.020
.121**
.139
.043
.139*
.209***
.230***
.094*
.218**
.163**
Q6
.273***
.164***
.333***
.005
.149*
.134**
.098*
.086*
.089
.102*
Q7
.067
.089
.012
.035
.018
.035
.003
.089
.127
.052
Q8
.024
.101*
.161*
.141
.035
.095*
.247***
.019
.043
.010
Q9
.177*
.165***
.071
.103
.282***
.023
.042
.132**
.011
.081
Q10
.165*
.016
8.522*** 5.826***
F
13.973*** 6.160*** 14.849*** 10.909*** 15.094*** 23.449*** 26.510*** 14.678***
.295
.396
.409
.379
.517
.241
.343
.249
R2
.355
.251
149
140
222
444
229
486
219
458
122
N 428
(C) Dependent Variable: Hiring practices help improve overall organizational effectiveness
LAT
USA
TWN
MEX
KOR
JPN
IND
PRC
CAN
AUS
Q1
.167*
.251**
.101
.256***
.141*
.201***
.223**
.215***
.060
.054
Q2
.068
.040
.059
.039
.039
.065
.185**
.028
.054
.022
Q3
.107
.122
.102
.104**
.175*
.160***
.044
.045
.182*
.127**
Q4
.045
.227***
.004
.034
.013
.003
.075
.288*** .303*** .088
Q5
.041
.042
.069
.018***
.107
.072
.129*
.090
.010
.079
Q6
.019
.012
.194**
.180***
.170***
.114**
.086
.077
.248**
.068
Q7
.235**
.039
.124*
.124*
.082
.064
.059
.092
.127
.049
Q8
.109
.054
.046
.098
.059
.122*
.170
.037
.023
.160***
Q9
.245**
.216**
.003
.064
.218**
.018
.119
.009
.239**
.113*
Q10
.008
.165*
.264***
.121**
.021
.104*
.077
.125*
.144
.091*
F
4.958***
9.075***
7.142*** 14.406*** 15.691*** 24.554*** 14.907***
13.370*** 7.371*** 13.018***
R2
.263
.411
.413
.362
.417
.233
.254
.224
.397
.242
N 428
149
140
222
443
229
485
220
460
122
* p < .05; ** p < .01; *** p < .001
40
However, the
situation at the
Peoples Republic
of China seems to
be one of a kind;
its profile
appears to be
positioned
somewhere
between Asia and
North America
which may be
attributed to a
combination of
50 years of
implementation
of socialism and
20 years of
economic
reforms.
41
Although no
lifetime
employment
system has been
adopted by any
large firms in
South Korea,
organizations in
both S. Korea
and Japan seem
to deemphasize
proven work
experience and
prefer hiring
new graduates
out of schools.
42
been reported by the past studies in this sector. For instance, Huang (1992) has found
that the job interview is a very crucial part of
the personnel selection process. We found
that a personal interview is indeed among the
top three is now hiring criteria in the Taiwanese sample.
In spite of the striking similarities that we
have found between Japan and Taiwan in hiring practices, we can still see several crucial
differences between these two systems. First,
because of a shortage of skilled technical employees, many employers in Taiwan obtain
experienced personnel by hiring them away
from competitors with more attractive offers
(Farh, 1995). This phenomenon is common
not only in Taiwan but also in all developing
countries, particularly as employees consider
the companies they work for as training
grounds (Napier & Vu, 1998). By contrast,
in Japan it is strictly a taboo for a large company to steal talented employees away from
its competitors.
Second, although familism plays a central role in staffing for both Taiwanese and
Japanese firms (owners of many companies
in Taiwan tend to place their relatives into
important corporate executive positions), Japanese firms are less likely to do so (cf. Cheng,
1991; Farh, 1995; Peng, 1989). This phenomenon was not mirrored by our empirical findings about Taiwan as it applies only to a few
privileged organizational members. In a sense,
the word familism means different things in
Japan and Taiwan. In Taiwan it implies primarily appointments of relatives and family
members for crucial positions while in Japan
it is largely referred to a whole life concern
displayed by employers for their employees.
Finally, we found that the currently prevalent hiring practices in the U.S. seem to consider the job interview performance, technical
skills, and proven work experience as the most
important selection criteria. This is hardly
surprising in light of the past research on
American HRM systems (Jennings & Moore,
1995). Nonetheless, in our U.S. sample, the
ability to get along with others already working here replaces proven work experience
as one of the top-three hiring factors, prob-
Y. Paul Huo (Ph.D., University of California, Berkeley) is the Director and George F.
Jewett Distinguished Professor at University of Puget Sound. Before joining UPS in
1997, he had taught at San Jose State University, California State University, Chico,
and Washington State University. He also visited Hong Kong University of Science and
Technology and Chinese University of Hong Kong each for one year. Dr. Huo specializes in international business and human resource management with an Asia Pacific
focus. In the past decade, he has done extensive consulting and executive training in
Taiwan, Hong Kong, Peoples Republic of China, and the U.S.
Heh Jason Huang received his Ph.D. from Washington State University. He is a Professor of Management and the Director of Center for International Program at College
of Management, National Sun Yat-Sen University, Taiwan. His work has been published in Canadian Journal of Administrative Sciences, Research & Practice in Human
Resource Management, Asia Pacific Journal of Human Resources, Sun Yat-Sen Management Review, and Journal of Southeast Asian Studies. His research interests include
human resource practices and cross-cultural management. Since 1998 he has been
involved with an APEC Training and Certification Program for Small Business Counselors, representing Chinese Taipei.
Nancy K. Napier is a Professor of International Business and Management and
Executive Director of the Global Business Consortium at Boise State University.
She has published widely in the areas of international human resource management, women professionals working abroad, and management and change issues in
transition economies in such journals as Academy of Management Review, Human
Resource Management Review, Journal of International Business Studies, Journal of
Management Inquiry, Human Resource Planning Journal, and Sloan Management
Review. Since 1994, she has also been involved with a project, funded by Sweden
and now USAID, to develop and strengthen a business school at the National Economics University, Hanoi, Vietnam.
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