VARIATION IN HR POLICIES



Variation in HR Policies

Variation in HR Policies

There is a belief, within the developing-developed world paradigm, reflecting the convergence theory and contingency theory that the developing world, through industrialization and globalisation, would more or less become like the developed world. This is reflected in the trend for 'western' approaches to management to be imported into developing countries through multinational companies. This may not only affect organizations in the private sector, but also those in the public and parastatal sectors and those recently privatised enterprises which are in the process of refocusing as a result of downsizing and other major organizational change. It is likely that when western companies try to implement 'western' human resource practices in cultures, which have a different concept of people, and a different regard for people in organizations, then incompatibilities will be manifested through lack of motivation and alienation leading to low productivity and labour strife. (http://www.africamanagement.org/Resources/Theories/post-instrumental.htm accessed on 5th December 2002)

The management of the multicultural organisations can be undertaken not only simply managing differences in culture and gender from the point of view of understanding different cultures but also involve managing the power relations among people of different cultures (Human, 1996). This involves the complying with the employment equity legislations and managing the process of multicultural working. In order to effectively manage across cultures, it is necessary to have an awareness of the types of stereotypes that one is working with, to overcome some of the negatives, and focus on the positive aspects of cross-cultural working. An understanding of the way power relationship impact on stereotyping of groups and on the perceptions of individuals and the expectation one has of such individuals is necessary. Thus Human (1996) suggested that training should make managers aware of the negative impact of the maintenance of inaccurate stereotypes and resulting expectations based on power relations that are transmitted through ideas relating to culture. It should also make managers understand themselves and provide the communication skills that are needed to minimize the impact of negative stereotypes and expectation.

South Africa is a republic, consisting of a central government and nine provincial governments. It has a bicameral parliament elected every five years (made of the 400-seat National Assembly and the 90-seat National Council of Provinces) under the executive leadership of the President who is elected by the National Assembly. The lower house is elected by proportional representation and the upper house represents the country's nine regions. Other parties include the Inkatha Freedom Party (IFP), the National Party (NP), the Democratic Party (DP), the Freedom Front (FF), the Pan-Africanist Congress (PAC) and the United Democratic Movement (UDM). (http://www.worldbank.org/afr/za2.htm accessed on 12th December 2002)

South Africa is a multicultural society, with eleven national languages and many additional recognized ethnic groups. While it has seen tremendous change in the past decade, South Africa recognizes that it has a long road ahead before reaching its ideal of equality (http://www.sit.edu/studyabroad/africa/sacapetn.html accessed on 7th December 2002)

The population in South Africa was ...