Articles

Comment les clients perçoivent la valeur

R. RAMIREZ

L'Expansion Management Review

juin 2001, n°101

Départements : Management et Ressources Humaines


Cultural Influences on Employee Termination Decisions: Firing the Good, Average, or the Old

M. SEGALLA, G. Jacobs-Belschak, C. Müller

European Management Journal

février 2001, vol. 19, n°1, pp.58-72

Départements : Management et Ressources Humaines, GREGHEC (CNRS)


This paper reports the results of an empirical study of the cultural influences on the choice of who to terminate in a general workforce reduction. The authors report the conclusions reached during the first phase of a large European study on managerial decision-making. Nearly 300 managers participated in this phase, which surveyed 25 firms from the financial sectors of France, German, Italy, Spain, and the United Kingdom. Models built upon classical economic theory and social justice theory are examined. The results of this study indicate that nationality is a good determinant of the choice of whom to dismiss. Some nationalities are more concerned about the social effects of dismissal on the individual and work group. Others are more concerned about the economic benefits or costs to the firm. The authors conclude that human resource programs designed to standardize career management policy across Europe may fail because of intentional and unintentional barriers

Culture and Career Advancement in Europe: Promoting Team Players vs. Fast Trackers

M. SEGALLA, D. ROUZIES, M. Flory

European Management Journal

février 2001, vol. 19, n°1, pp.44-57

Départements : Management et Ressources Humaines, GREGHEC (CNRS), Marketing


This paper reports the results of a study of the cultural influences on career systems and job promotion. The authors report the conclusions reached during the first phase of a large European study on managerial decision-making. Nearly 300 managers participated in this phase, which surveyed 25 firms from the financial sectors of France, Germany, Italy, Spain, and the United Kingdom. Models built upon Sonnenfeld and Peiperl's career typology and on Derr and Evans et al. cultural career maps are examined. The results of this study indicate that nationality is a good determinant of the choice of internal or external promotion systems. It also finds that individual self-interest remains an important factor in managerial decision-making. The authors conclude that human resource programs designed to standardise career management policy across Europe may fail because of intentional and unintentional barriers.

Réussir les changements par le développement de l'apprentissage organisationnel - les leçons du cas Shell

G. TREPO, A. Guilhon

Gérer et Comprendre

septembre 2001, n°65, pp.pp. 41-54

Départements : Management et Ressources Humaines


Symbolic vs. Functional Recruitment: Cultural Influences on Employee Recruitment Policy?

M. SEGALLA, A. Sauquet, C. Turati

European Management Journal

février 2001, vol. 19, n°1, pp.32-43

Départements : Management et Ressources Humaines, GREGHEC (CNRS)


This paper reports the results of a study of the cultural influences cm employee recruitment. The authors report the conclusions reached during the first phase of a large European study on managerial decision-making. Nearly 300 managers participated in this phase, which surveyed 25 firms from the financial sectors of France, German, Italy, Spain, and the United Kingdom. Models built upon the works of Perlmutter and Heeman's (1974) international staffing policy framework and others are examined. The results of this study indicate that nationality is a good determinant of the choice of internal or external promotion systems. The data provide evidence that certain cultures are likely to recruit managers who represent a symbolic value for the organisation or its clients while other follow a more instrumental recruitment strategy. It also finds that individual self-interest remains an important factor in managerial decision-making because lower skilled managers may resist hiring higher skilled recruits. The authors conclude that human resource programs designed to standardise career management policy across Europe may fail because of intentional and unintentional barriers

Understanding Values and Expectations of Foreign Employees Creates a Better Company

M. SEGALLA

European Management Journal

février 2001, vol. 19, n°1, pp.27-31

Départements : Management et Ressources Humaines, GREGHEC (CNRS)


Cites that nationality and cultural group are good determinants of common managerial problems related to human resource management, especially in situations of cross-border mergers, acquisitions, joint-ventures and alliances. Debate on how companies and employees should interact and negotiate mutual expectations; Underlying logics of decision-making; Cultural applications of decision logics.


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