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14

HUMAN

RESOURCEMANAGEMENT,Spring2002

TABLE II Comparison of Sample Attributes of Ten Core Countries or Regions Analyzed in the Special Issue.

Nation Number of Approximate % Male % with Bachelor Response Rate Industry Composition Number of Size and Date

Data

r!anization name

IndustryMar"etShare

wnership

of r!anizationsCollection

#as

Conducted

$ar!e pri&ate '(()

Medium * lar!e%mainlypri&ate

'((+

,-% public ..%pri&ate or mixed

'(()/'((0

Mix of size '.%public rest

'((0

pri&ate

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2 HUMAN RESOURCEMANAGEMENT, Spring 2002

n!li

sh &ersion formattin! ad1usted from ori!inal2

34R CM5AN3

5lease place a chec" 6 beside the most appropriate answer to each of the followin! 7uestions8

'9 Approximately how many employees are there in your company:

A9 $ess than +0;B9 +0; to ';;;C9 &er';;;

+9 2

A9 Manufacturin!products =e9!9 durable consumer productsor manufacturin! of components into finished products2

B9 Ser&ices =doin! thin!s for customers rather thanmanufacturin! thin!s?e9!9 airlines financialser&ices retail stores foodpreparation2

C9 @o&ernment

9 ther =pleaseidentify2

)9 5lease place a chec" beside one of the followin! three descriptions =A B C2 which most accuratelyreflects how many productsser&ices your company has:

3ourcompany obtains nearly all=e9!9-;% ormore2ofitsre&enuefrom =A2 oneproductser&ice

3our company obtains less than -;% of itsre&enuefromoneproductandtherestfrom8 =B2 relatedproductsser&ices

or =C2 unrelatedproductsser&ices=

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+9 peratin! efficiency ' + . ) 0 ,

.9 4ni7ue corporateculture ' + . ) 0 ,

)9 New product ' + . ) 0 ,de&elopment

09 Ad&ertisin! ' + . ) 0 ,,9 >ffecti&e mana!e

ment of human' + . ) 0 ,

09 5lease place a chec" beside the one description below which most accurately describes what sta!e yourcompany and its productsser&ices are in8

A9 Mature sta!e8 products or ser&ices familiar to &ast ma1ority ofprospecti&e users9 Dechnolo!y and competiti&e en&ironment arereasonably stable9

B9 @rowth sta!e8 sales !rowin! at '; percent or more annually9Dechnolo!y and competiti&e en&ironment are still chan!in!9

,9 Eactors that are critical to your companys success8 Do what de!ree does your company currently use thefollowin! to be successful:

5lease use the followin! scale8

'9 New brand identification

'

Not at all

'

+

Do asmall

extent

+

.

Do amoderate

de!ree

.

)

Do a lar!eextent

)

0

Do a &ery!reat extent

0

,

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-9 Gow accurately do each of the followin! describe the business en&ironment that your company faces:' + . ) 0

Hery Ealse Hery Drue'9 Mar"etplace competition has increased dramatically9 ' + . ) 0+9 Conditions in our business en&ironment are rapidly chan!in!9 ' + . ) 0.9 @o&ernment re!ulations are rapidly chan!in!9 ' + . ) 0

)9 Dhe technolo!y in our productser&ices is complex9 ' + . ) 009 Abundant supply of s"illed people in the labor mar"et9 ' + . ) 0

A!A"EE!T ST#LE

The descriptions belo$ apply to four different types of managers. %irst& please read through these

descriptions.

anager ' ( )sually ma*es decisions promptly and communicates them to subordinates clearly and

firmly. E+pects them to carry out decisions loyally and $ithout raising difficulties.

anager ,( )sually ma*es decisions promptly& but before going ahead& tries to e+plain them

fully to subordinates& then gi-es them the reasons for the decisions and ans$ers $hate-er uestions

they may ha-e.

anager /( )sually consults $ith subordinates before reaching a decision. Listens to their

ad-ice& considers it& and then announces the decision. E+pects all to $or* loyally to implement it

$hether or not it is in accordance $ith the ad-ice they ga-e.

anager 0( )sually calls a meeting of subordinates $hen there is a decision to be made. 1uts

the problem before the group and in-ites discussion. Accepts the ma2ority -ie$point as the decision.

'. 1lease mar* one of the abo-e four types $hich you $ould most prefer to $or* under.

'. anager' /. anager/

,. anager, 0. anager0

,. !o$ $hich one of the abo-e four types of managers $ould you say your o$n superior most

closely resembles3

'. anager' /. anager/

,. anager, 0. anager0

/. 4o$ freuently& in your $or* en-ironment& are subordinates afraid to e+press disagreement

$ith their superiors3 5Circle the correct response.6

' , / 0 7

8ery %reuently Sometimes Seldom I ne-er

freuently feel this $ay

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DG> 54R5S>S E DRAININ@ * H>$5M>ND 5RACDIC>S

Gow accurately do the followin! statements describe the purposes of your companys Drainin! *

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' + . ) 0

Not at all Do a small Do a moderate Do a lar!e Do a &eryextent extent extent !reat extent

$>ARSGI5

Gow accurately do the followin! statements describe your companys leadership practices: Eor each statementpro&ide two responses9

Eirst use the left column to indicate the extent to which the statementsbelow describe the way $eadership

5ractices currently are conducted =IS N# 29

Second use the ri!ht column to indicate to what extent the statementsbelow describe the way $eadership5ractices ou!ht to be conducted to promote or!anizational effecti&eness =SG4$< B>295lease use the followin! scale for the 7uestions below8

M3 IMM> S45>RHISRISN# SG4$< B>

'9 Sets specific !oals for me to accomplish9 ' + . ) 0 ' + . ) 0

+9 >mphasizes hi!h standards ofperformance9 ' + . ) 0 ' + . ) 0

.9 Stresses the importance of wor" !oals9 ' + . ) 0 ' + . ) 0

)9 Is friendly and easy to approach9 ' + . ) 0 ' + . ) 0

09 Is ea!er to reco!nize and reward !ood performance9 ' + . ) 0 ' + . ) 0

,9 Stresses hi!h standards ofperformance for !roupunit9 ' + . ) 0 ' + . ) 0

-9 Is willin! to listen to my problems9 ' + . ) 0 ' + . ) 0

F9 Dreats me with respect9 ' + . ) 0 ' + . ) 0

(9 Chec"s e&erythin!J indi&idual 1ud!ment is not trusted9 ' + . ) 0 ' + . ) 0

';9 #hen su!!estions are made to top mana!ement% they recei&e fair e&aluation9 ' + . ) 0 ' + . ) 0

5lease use the same scale to indicate to what extent your companys leadership practices are effecti&e9

'9 Dhe leadership practices help our companyto ha&e hi!hperformin! employees9 ' + . ) 0

+9 Dhe leadership practices help our companyto ha&e employees who are satisfied withtheir 1obs9 ' + . ) 0

.9 Dhe leadership practices ma"e a positi&econtribution to the o&erall effecti&enessof the or!anization9 ' + . ) 0

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CMM4NICADIN

Gow accurately do the followin! statements describe your companys communication practices: Eor eachstatementpro&ide two responses9

Eirst use the left column to indicate the extent to which the statementsbelow describe the way Communica

tion 5ractices currently are conducted =IS N# 29

Second use the ri!ht column to indicate to what extent the statementsbelow describe the way Communication5ractices ou!ht to be conducted to promote or!anizational effecti&eness =SG4$< B>29

5lease use the followin! scale for the 7uestions below8' + . ) 0

Not at all Do a small Do a moderate Do a lar!e Do a &eryextent extent extent !reat extent

ISN# SG4$< B>'9 Informal communication wor"sbetter

than formal communication here9 ' + . ) 0 ' + . ) 0+9 My immediate super&isor shows

appreciation for my wor"9 ' + . ) 0 ' + . ) 0

.9 My immediate super&isor shows confidence in me9 ' + . ) 0 ' + . ) 0

)9 Doo many people need to be consulted before you can do anythin! here9 ' + . ) 0 ' + . ) 0

09 My immediate super&isor often as"s for my opinions or su!!estions9 ' + . ) 0 ' + . ) 0

,9 My immediate super&isor often !i&es

informationsu!!estions or feedbac"9 ' + . ) 0 ' + . ) 0-9 b1ecti&es here are clearly

communicated and understood9 ' + . ) 0 ' + . ) 0

F9 I am allowed to ma"e some decisions that are usually made at a hi!her le&el9 ' + . ) 0 ' + . ) 0

(9 @ood crossdepartmental communication exists here9 ' + . ) 0 ' + . ) 0

';9 5articipati&e mana!ement9 ' + . ) 0 ' + . ) 0

5lease use the same scale to indicate to what extent your companys communicationpractices are effecti&e9

'9 Dhe communicationpractices help our company to ha&ehi!hperformin! employees9 ' + . ) 0

+9 Dhe communicationpractices help our company to ha&eemployees who are satisfied with their 1obs9 ' + . ) 0

.9 Dhe communicationpractices ma"e a positi&e contributionto the o&erall effecti&eness of the or!anization9 ' + . ) 0

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Best IHRM Praties!Resear" #esign 2$

H>RA$$ ASS>SSM>ND

Gow accurately do each of the followin! describe your company:

'

Hery Ealse+ . ) 0

Hery Drue

'9 It produces hi!h 7uality !oodsser&ices9 ' + . ) 0

+9 It has a promisin! future9 ' + . ) 0

.9 It mana!es its people well9 ' + . ) 0

)9 It is flexible enou!h to chan!e when necessary9 ' + . ) 0

09 It has hi!h 7uality people wor"in! here9 ' + . ) 0

,9 It has a stron! unified corporate culture9 ' + . ) 0

-9 It is &ery effecti&e o&erall9 ' + . ) 0

F9 It has a &ery satisfied wor" force9 ' + . ) 0

(9 It has a &ery producti&e wor" force9 ' + . ) 0

';9 It is seen as a leader in industry9 ' + . ) 0

Is there anythin! else you would li"e to tell us about the human resource practices =GR2 in your or!anization:Eor example you may wish to identify what in your opinion are remar"able GR practices or GR practicesyoud wish to chan!e9 5lease feel free to comment in the remainin! space9

#e than" you9

=Dhis space was intended to contain the Best 5ractices 5ro1ect Deam contacts name title or!anizationalaffiliation mailin! address and related contact numbers92

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2% HUMAN RESOURCEMANAGEMENT, Spring 2002

9. ichael "eringer is 5rofessor of International Strate!y and Chairperson of the@lobal Strate!y and $aw Area at California 5olytechnic 4ni&ersity in San $uis bispo9Ge earned a B9S9 in Business at Indiana 4ni&ersity and both MBA and 5h9uropean human resourcemana!ement8 Dhe 5rice #aterhouse Cranfield

Sur&ey9 $ondon8 Routled!e9Brislin R9#9 ='(F.29 Crosscultural research in psycholo!y9 Annual Re&iew of 5sycholo!y .).,./

);;9

Brislin R9#9 $onner #9K9 * Dhorndi"e% R9M9='(-.29 Crosscultural mana!ement researchmethods9 New 3or"8#iley9

Cascio #9 * Bailey >9 ='((029 Internationalhuman resource mana!ement8 Dhe state ofresearch and practice9 In 9 Shen"ar =>d92@lobal perspec ti&es of human resourcemana!ement =pp9 ',/.,29 >n!lewood Cliffs NK8 5rentice Gall9

Cox D9G9 $obel S9A9 * Mc$eod 59$9 ='(('29 >f

fects of ethnic !roup cultural differences on cooperati&e and competiti&e beha&ior on a !rouptas"9 Academy of Mana!ement Kournal .) F+-/F)-9

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International Relations - ./+F9>asterbySmith% M9 * Malina n!land @9#9 ='(-029 Dhe mana!er and his &alues8An international perspecti&e9 Cambrid!e MA8Ballin!er9

>n!land @9#9 * Ne!andi A9R9 ='(-(29 Nationalcontexts and technolo!y as determinants of employeesB perceptions8 r!anizational functionin!

in a crossculturalperspecti&e9 Lent G8 Lent4ni&ersity 5ress9

Elor"ows"i @9#9 * Schuler R9S9 ='(()29 Auditin!human resources in the !lobal en&ironment9 International Kournal of Guman ResourceMana!e ment 0 F+-/F0'9

Erayne C9A9 * @erin!er K9M9 ='((.29 Koint &enture!eneral mana!ers8 Ley issues in research andtrainin!9 In L9M9 Rowland B9 Shaw * 59Lir"bride =>ds92 Research in personnel and human resources mana!ement% Supplement . =pp9.;'/.+'29 @reenwich% CD8 KAI 5ress9

@erin!er K9M9 * Erayne C9A9 ='((;29 Guman resource mana!ement and international1oint &enture control8 A parent company perspecti&e9Mana!ement International Re&iew .; =SpecialIssue2 ';./'+;9

@laser B9@9 * Strauss A9$9 ='(,-29 Dhe disco&eryof !rounded theory8 Strate!ies for 7ualitati&e research9 Chica!o8 Aldine9

@oodman 59S9 ='(F029 Critical issues in doin! research that contributes to theory and practice9In >9>9 $awler A9M9 Mohrman% S9A9 Mohrman%@9>9 $edford D9@9 Cummin!s% * Associates=>ds92 9 ='(F.29 Sur&ey materials collected inthe de&elopin! countries8 Samplin! measurement and inter&iewin! obstacles to internationalcomparisons9 Social research in de&elopin! countries9 New 3or"8#iley9

5aree" 49 * Rao D9H9 ='(F;29 Crosscultural

sur&ey and inter&iewin!9 Gandboo" of crosscultural psycholo!y methodolo!y Hol9 +9Boston8 Allyn * Bacon9

5feffer K9 ='(()29 Competiti&e ad&anta!e throu!hpeople 9 Cambrid!e MA8 Gar&ard BusinessSchool 5ress9

Shapiro

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N9G9 Scullion G9 $owe L9B9 * 9A9='((029 Doward a theory of comparati&e mana!ement research8 An idio!raphic case study of the

best international human resources mana!ementpro1ect9 Academy of Mana!ement Kournal .F%'+,'/'+F-9

Deune G9 ='((;29 Comparin! countries8 $essonslearned9 Comparati&e methodolo!y9 $ondon8Sa!e9

&an Meter L9M9 ='((;29 Samplin! and crossclassification analysis in international social research9 In>9 yen =>d92 Comparati&e methodolo!y8 Dheoryand practice in international social research =pp9

'-+/'F,29 $ondon8 Sa!e 5ublications9Hon @linow M9A9 ='((.2