Cultural dimension issues in Indonesia human resource management practices: a structured literature review

Abstract

<p>Indonesia has a complex culture that is distinct from other Asian countries. Indonesian is an emerging market and managing Indonesian people is not easy. This is because of the complexity of culture, ethnic, religion, geographic, historic, economic and politic system. Cultural issues is a vital aspect in collectivist country like Indonesia before decided HRM policy. This paper has aim to determine cultural dimension issues based on Hofstede national culture and GLOBE project (Global Leadership and Organisational Behaviour Effectiveness) on Indonesia human resource management practices using SLR (Structured Literature Review) approach. This paper provides insights related to the Indonesia human resources management practice (recruitment and selection, training & development and rewards, compensation, performance appraisal and industrial relation).</p>

The Workforce in Indonesian Organizations: An Analysis Based Upon the Cultural Dimensions of Hofstede’s Model

“…Indonesian workers would expect to be clearly directed by the boss or manager that applies in Indonesia. Indonesian workers characteristics are visible, socially acceptable, wide, and unequal disparity between rich and poor (Novianti, 2018). Power is centralized and managers count on the obedience of their team members.…”

“…Depending on whether people's self-image is defined in terms of "I" or "We", cultures can be classified as individualist or collectivist.There was correlation between members and their group (Hidasi, 2017). "We" characteristics identify on one social group, decisions are primarily made according to what is the best for the group, focus on belonging to an organization, visible clearly of family in the role of relationship (Novianti, 2018). Low score in individualism show the attitude of self-interest and family as a common interest in a group.…”

Understanding Paternalistic Leadership on Innovation Management in Indonesia Insurance Sector

“…The current leadership climate has a considerable indirect influence on individual values in the firm. In the case of Indonesia, in response to the increasing prevalence of corruption, collusion, and nepotism [1], particularly in this era of regional autonomy [2], a leadership model is needed that is applicable in all sectors of people's lives, especially in government. Irawanto [3] proposes the Paternalistic leadership model, which is anchored in local culture and, when effectively executed, leads to organizational effectiveness.…”