NDLI: The salience of national culture in influencing individuals’ HRM preferences and construction firms’ HRM practices

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The salience of national culture in influencing individuals’ HRM preferences and construction firms’ HRM practices

Content Provider	Semantic Scholar
Author	Phua, Florence T. T. Phua, Ftt
Copyright Year	2012
Abstract	Human resource management (HRM), if it is practiced at all in the construction industry, is mostly done in an ad-hoc, sporadic way. This has contributed to criticisms that the industry is lagging behind others in effectively recruiting and retaining scarce talents. Construction management researchers have long argued for the benefits of construction firms adopting a more integrated and strategic approach to HRM. However, the HRM model that is being promoted within much of CM literature is based largely on the US/Harvard model. It appears that the default assumption of this model ignores the salience of national culture in determining HRM effectiveness. This paper discusses the results of an empirical study of 604 construction professionals from Australia and Hong Kong to analyse the extent to which differences based on national culture influence individuals’ HRM preferences on remuneration and job autonomy, and whether these preferences have a bearing on the actual types of organizational HRM practices that are being adopted. The results indicated that national culture is a salient factor that affects HRM preferences and effectiveness. Implications of this for future HRM research, education and practice within the construction industry are offered.
File Format	PDF HTM / HTML
Alternate Webpage(s)	https://www.irbnet.de/daten/iconda/CIB_DC25753.pdf
Language	English
Access Restriction	Open
Content Type	Text
Resource Type	Article

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