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dc.creatorDimba, Beatrice
dc.creatorObonyo, Peter K.
dc.date2009
dc.date2009
dc.date2009
dc.date2009
dc.date.accessioned2015-03-18T11:29:03Z
dc.date.available2015-03-18T11:29:03Z
dc.identifier.urihttp://hdl.handle.net/11071/3644
dc.descriptionPresented By proffesor Peter K’ObonyoBeatrice Dimba
dc.descriptionExtant theories of strategic human resource management (SHRM) practices and cultures have generally adopted on the one hand the assumption that organizations develop a culture of their own that is distinct from the national and industry contexts in which the organization is embedded, thus ignoring the potential impact of external environmental factors on organizational culture. On the other hand, some researchers and scholars have questioned the validity and reliability of national culture-SHRM practices research. The current paper explores the employee cultural values in the Kenyan multinational companies (MNCs) and the influence of culture on SHRM practices. Hofstede’s cultural dimensions of collectivism, power distance, uncertainty avoidance, and femininity are applied. These value dimensions reflect human thinking, and feelings of people, which pose basic problems that any society has to cope with but for which solutions differ.
dc.description.abstractExtant theories of strategic human resource management (SHRM) practices and cultures have generally adopted on the one hand the assumption that organizations develop a culture of their own that is distinct from the national and industry contexts in which the organization is embedded, thus ignoring the potential impact of external environmental factors on organizational culture. On the other hand, some researchers and scholars have questioned the validity and reliability of national culture-SHRM practices research. The current paper explores the employee cultural values in the Kenyan multinational companies (MNCs) and the influence of culture on SHRM practices. Hofstede’s cultural dimensions of collectivism, power distance, uncertainty avoidance, and femininity are applied. These value dimensions reflect human thinking, and feelings of people, which pose basic problems that any society has to cope with but for which solutions differ.
dc.formatNumber of Pages:21p.
dc.languageeng
dc.subjectHuman Resource Management
dc.subjectKenya
dc.subjectMultinational companies
dc.subject
dc.titleInfluence of culture on strategic human resource management (SHRM) practices in multinational companies (MNC) in Kenya: a critical literature review
dc.typeConference Paper


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