The role of human resource management: an exploratory study of cross‐country variance

Abstract

Abstract We explore how the role of Human Resource Management (HRM) varies across countries on two dimensions. One is how the status of HRM departments may vary (e.g., perceptions of its importance and involvement). Second is whether there is cross‐country strategic HRM (SHRM) in terms of the conventional contingency approach (linking HRM practices to strategy), as well as a resource‐based view of the firm (e.g., developing “organizational capability” as competitive advantage). Results included significant differences in HRM status across countries; significant correlations between status and “organizational capability”; and in Asian countries, a slight tendency for HRM practices to be linked more to a “differentiation” strategy, whereas, in Anglo countries, a strong linkage between HRM practices and “organizational capability.” © 2002 Wiley Periodicals, Inc.