Consider the reasons for the assertion that ‘national culture influences career development and compensation, organisational culture influences staffing and participative management (Suharnomo, 2009)’. How might you attempt to harness these influences as an HRM practitioner in Indonesia?
What will be an ideal response?
? The assertion suggests that the organisational culture lies separately from national
culture, and indicates that as an HRM practitioner in Indonesia, national culture
influences must be taken into account when creating strategy and policy.
? As such, there is little room for variation from the expected approach to career
development and compensation expectations influenced by national culture. By
taking these influences on board the organisation can use the expectation basis to
set itself apart from other organisations and also to show their advantages as a
‘reliable’ employer.
? The HRM practitioner must use the organisational culture to ensure that the
company has a strong and positive public perception of the organisation, as well
as ensuring the employees are satisfied. This can be done by creating innovative
HRM initiatives in participative management and staffing.
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