Lecture 1 - What is CCHRM?
What are the perspectives of CCHRM?
● Comparative HRM, Cross-cultural management, International HRM, Critical management studies
Define cross-cultural HRM and describe it does?
● Describes, analyzes and compares people management in various countries
● Investigates HRM considering globalization (e.g., in multinational firms)
● Examines human behavior at work in the international environment (impact of cross-cultural
differences)
● Challenges the status quo and emphasizes ethical concerns in international people management
List the different tasks HR departments do? (photo on slides is unrelated, have a look on slides 29 to 31)
● Recruitment and selection, Cross cultural training & development, Outplacement, Compensations
& Rewards, Conditions of employment, Equal opportunities, Cross cultural communication,
Health and safety
How does the old economy differ from the new economy?
● Old: Late 19th century: low-skilled workers, high unionization, assembly line
● New: High knowledge density, different skills/knowledge, alternative work design (remote work),
flexible working arrangement, change in workforce
Explain how HR is done in a non-profit?
● Mission driven HRM, trusting environment, lower salaries but benefits in form of WLB/job
security, intrinsic motivation of employees, resourceful in organizational innovation, NPS
collaborate not compete, focus on: training & developing
List the trends in the workforce?
● Zero-hours work, gig economy, AI transforming recruitment, remote work, expats
What is the most globalized country in the world? Which continent has the most immigrants coming to it?
What does it mean to be globalized?
● NL: most globalized, Europe: most immigrants
How has globalization influenced HRM?
● Managing diverse workforce / expats / outsourcing, understanding labor laws, virtual teams, CSR,
emerging technologies
Ruza Giriza (2002): Does Cross-Culture Human Resource Management Affect Performance of
International Organizations?
Purpose: CCHRM not researched in developing countries so this article researches it in Rwanda
Terms to know: Culture, International business, National culture,
Organizational culture, Culture of system
Results: (see the model)
● Practical: International organizations should be careful
and sensitive when handling issues like recruitment and
selection if they are to improve employee performance
and general organizational success
● Theoretical contribution: done in developing countries
and focus on CCHRM
, ● Future: the operations of international organizations and companies like policy, politics and
socio-economic environment
Peterson (2007): Executive coaching in a cross-cultural context.
Purpose: 1. how a coach should react to a coachee (people are individuals,, do not just focus on the
culture because it is unreliable and unpredictable) 2. Still understand the culture to identify dimensions of
behavior
● Culture doesn't tell you much about an individual
● Company culture will influence individuals
● Senior executives from anywhere tend to be more alike
● Culture and personality vary on similar dimensions (list them)
The development pipeline: what is needed for systematic learning in any culture
Insight → Motivation → Capabilities → Real-world Practice → Accountability
Best coaches are open-minded, curious
, Lecture 2 - CCHRM in the interplay of individual, organizational, and
contextual influences
What are the 6 layers of multilevel thinking?
● Individuals, Groups, Subunits, ORganizations, International Networks, Environments
Why is a systematic approach better?
● Because single-level conceptualization does not capture the whole issue
● Because SA reinforces the micro/macro bridge: more comprehensive, realistic and
context-specific framing
Which levels are relevant for CCHRM?
● Context (Country): history, labor market, legislation, religion
● Organizational: history, industry, size, hierarchy
● Individual: personality, cultural background, motivation/drive
Give an example of a practice for equality (23, affirmative action, what it is, positive action)
● Equal Employment Opportunity (EEO) policies: aim to prevent job discrimination at all stages of
the employment relationship. Focuses on Demographic changes, globalization and strategic
business goals
● Affirmative action: positive discrimination / positive action
Explain what is diversity management
→ Distinguish between inclusion and diversity management
● Diversity management: recognising and valuing differences; Inclusion: Incorporating differences
→ Distinguish between integration and inclusion
● Integration: increase / retain representation of historically excluded groups; Inclusion: -||-
Give 4 findings about ethnic diversity management in France from the multilevel perspective (30)
● Macro and meso factors overlook the situation at (of women especially)
● Ethnic minorities want to improve how they are treated at work despite societal barriers (the
individual level
● Multi-level support for diversity policies needed (macro, meso, micro)
Why to use relational framework (32)?
● It conexualized diversity on multilevel factors (macro, meso, micro) ← have a look on slide 33 to
know how to describe these
● Allows to bridge-divide between subjective and objective concerns for equality
Syed and Ozbilgin (2009): A relational framework for international transfer of diversity
management practices
Purpose: To offer an alternative to single-level studies about diversity management practices in a form of
capturing the relational interplay of structural and agentic-level concerns for equality
The paper has 3 sections:
1. Relational approach to diversity management
Diversity management is shaped by: the history and local context, social policy
Relationship perspective to DA: is a bridge for subjective (personal) and objective differences AND
makes it possible to view diversity issues across multiple levels of social reality
2. Key components of relationship approach
What are the perspectives of CCHRM?
● Comparative HRM, Cross-cultural management, International HRM, Critical management studies
Define cross-cultural HRM and describe it does?
● Describes, analyzes and compares people management in various countries
● Investigates HRM considering globalization (e.g., in multinational firms)
● Examines human behavior at work in the international environment (impact of cross-cultural
differences)
● Challenges the status quo and emphasizes ethical concerns in international people management
List the different tasks HR departments do? (photo on slides is unrelated, have a look on slides 29 to 31)
● Recruitment and selection, Cross cultural training & development, Outplacement, Compensations
& Rewards, Conditions of employment, Equal opportunities, Cross cultural communication,
Health and safety
How does the old economy differ from the new economy?
● Old: Late 19th century: low-skilled workers, high unionization, assembly line
● New: High knowledge density, different skills/knowledge, alternative work design (remote work),
flexible working arrangement, change in workforce
Explain how HR is done in a non-profit?
● Mission driven HRM, trusting environment, lower salaries but benefits in form of WLB/job
security, intrinsic motivation of employees, resourceful in organizational innovation, NPS
collaborate not compete, focus on: training & developing
List the trends in the workforce?
● Zero-hours work, gig economy, AI transforming recruitment, remote work, expats
What is the most globalized country in the world? Which continent has the most immigrants coming to it?
What does it mean to be globalized?
● NL: most globalized, Europe: most immigrants
How has globalization influenced HRM?
● Managing diverse workforce / expats / outsourcing, understanding labor laws, virtual teams, CSR,
emerging technologies
Ruza Giriza (2002): Does Cross-Culture Human Resource Management Affect Performance of
International Organizations?
Purpose: CCHRM not researched in developing countries so this article researches it in Rwanda
Terms to know: Culture, International business, National culture,
Organizational culture, Culture of system
Results: (see the model)
● Practical: International organizations should be careful
and sensitive when handling issues like recruitment and
selection if they are to improve employee performance
and general organizational success
● Theoretical contribution: done in developing countries
and focus on CCHRM
, ● Future: the operations of international organizations and companies like policy, politics and
socio-economic environment
Peterson (2007): Executive coaching in a cross-cultural context.
Purpose: 1. how a coach should react to a coachee (people are individuals,, do not just focus on the
culture because it is unreliable and unpredictable) 2. Still understand the culture to identify dimensions of
behavior
● Culture doesn't tell you much about an individual
● Company culture will influence individuals
● Senior executives from anywhere tend to be more alike
● Culture and personality vary on similar dimensions (list them)
The development pipeline: what is needed for systematic learning in any culture
Insight → Motivation → Capabilities → Real-world Practice → Accountability
Best coaches are open-minded, curious
, Lecture 2 - CCHRM in the interplay of individual, organizational, and
contextual influences
What are the 6 layers of multilevel thinking?
● Individuals, Groups, Subunits, ORganizations, International Networks, Environments
Why is a systematic approach better?
● Because single-level conceptualization does not capture the whole issue
● Because SA reinforces the micro/macro bridge: more comprehensive, realistic and
context-specific framing
Which levels are relevant for CCHRM?
● Context (Country): history, labor market, legislation, religion
● Organizational: history, industry, size, hierarchy
● Individual: personality, cultural background, motivation/drive
Give an example of a practice for equality (23, affirmative action, what it is, positive action)
● Equal Employment Opportunity (EEO) policies: aim to prevent job discrimination at all stages of
the employment relationship. Focuses on Demographic changes, globalization and strategic
business goals
● Affirmative action: positive discrimination / positive action
Explain what is diversity management
→ Distinguish between inclusion and diversity management
● Diversity management: recognising and valuing differences; Inclusion: Incorporating differences
→ Distinguish between integration and inclusion
● Integration: increase / retain representation of historically excluded groups; Inclusion: -||-
Give 4 findings about ethnic diversity management in France from the multilevel perspective (30)
● Macro and meso factors overlook the situation at (of women especially)
● Ethnic minorities want to improve how they are treated at work despite societal barriers (the
individual level
● Multi-level support for diversity policies needed (macro, meso, micro)
Why to use relational framework (32)?
● It conexualized diversity on multilevel factors (macro, meso, micro) ← have a look on slide 33 to
know how to describe these
● Allows to bridge-divide between subjective and objective concerns for equality
Syed and Ozbilgin (2009): A relational framework for international transfer of diversity
management practices
Purpose: To offer an alternative to single-level studies about diversity management practices in a form of
capturing the relational interplay of structural and agentic-level concerns for equality
The paper has 3 sections:
1. Relational approach to diversity management
Diversity management is shaped by: the history and local context, social policy
Relationship perspective to DA: is a bridge for subjective (personal) and objective differences AND
makes it possible to view diversity issues across multiple levels of social reality
2. Key components of relationship approach
