6 DEVELOPING APPROACHES TO MANAGING PEOPLE
IN EMERGING COUNTRIES
We have seen that both post-colonial systems of management, and ‘modern’
HRM may not be appropriate for implementation in developing countries and
may result in alienation of the workforce. For example Blunt and Jones (1992)
remark in the context of Africa that workers use their work organizations
238 International Human Resource ManagementHistorical and politicalEconomical and structuralPost-colonial systems
Control -orientedLegacyInstrumental systems
Results-orientedEconomic reformHumanistic systems
People and stakeholder-orientedCultural ‘renaissance’THE CONTEXTCHANGING
MANAGEMENT
SYSTEMS
CULTURAL GROUPS
Cultural valuesInstrumental
HumanisticSocial positionAdvantaged
DisadvantagedPerceptions of
desirability
and efficacyCROSS-CULTURAL
DYNAMICSCreating
synergistic hybrid
organizational
culturesInter-continental
variationInter-ethnic
variationInter-country
variationLEVELS OF
CULTURAL ANALYSISIncreasing integrative effects
Decreasing dis-integrative effectsDeveloping
effective
management
through
cross-cultural
participationCROSS-
CULTURAL
DEVELOPMENTGender
variationCultural and politicalFIGURE 9.3Cross-cultural dynamics and hybridization in people management in
developing countries (adapted from Jackson, 2002a)