The Affect of National Culture on Human Resources

INTRODUCTION In today's business environment, the complexity of international business is increasing and international competition is an important part of multinational corporations (MNC). Therefore, various resources such as financial capital, technical location, or personnel (HR) are used to acquire competitive advantage. Human resources are also considered to be one of the most important resources, and it is the focus of attention of senior managers of multinational corporations. As implied by MacMillan (1984), multinational companies can gain competitive advantage through personnel practices such as training, compensation, socializing, selection, performance evaluation, and career development.

None of the factors that affect Human Resource Management (HRM) are more effective than the national culture, the most popular comparative model at the national culture level is Hofstede (1980, 1991), which is the basis for much It is. Research in integrated management area Hofstede (1980, 1991) argues that American management theory represents their own cultural environment. Therefore, it can be said that management of the United States can not be separated from the culture of the United States. At the same time, Laurent (1986: 92) believes that each culture is developed through its own history, organization management and some specific and unique insights into its human resources. Each culture forms a specific unique blind spot in art management and organization (Singh, 2009)

Personnel affairs is a very important issue for all organizations and is targeted at employees. Organizational culture affects human resources. In the present situation, culture is considered a very important aspect, and it deals directly with human resources. Human resources are also affected by cultural differences. Traditional cultural approaches have a major impact on human resource management. Human resources will be most beneficial to culture when policy is formulated according to that process. (Anne Bogardus, 2009)

Perhaps one of the most culturally influential international business areas is Human Resources (HRM). According to Sims (2002), culture is important for international human resource management. The study conducted by Hofstede (1980) shows that culture has a big impact on multinational corporations. Hofstede believes that cultural differences may have a significant impact on human resource management practices. Organizations planning to do business in countries other than their home country may be hampered by hiring people with different cultures and orientations could create difficulties and inconsistencies between the organization's business practices and the host country's culture We must recognize that there is something.