Indian and British personnel specialists' understanding of the dynamics of their function: an empirical study

This paper highlights the need for cross-national HRM comparisons from a cognitive perspective. It examines the perceptions of top Indian and British personnel specialists regarding their function. The influence of national culture, national institutions and dynamic business environment on HRM is evaluated. An interview based “visual cards sorting” technique is used to tap the comparative thinking of respondents. The research was conducted in 48 manufacturing (24 Indian and 24 British) firms. The sample firms were closely matched on a number of control variables. A number of differences and similarities were found in the thinking of Indian and British managers regarding their HRM functions. The impact of certain dimensions of national culture, different national institutions and some aspects of competitive business environment on Indian and British HRM practices and policies helps to highlight the context specific nature of HRM function. The findings of the study have both research and practical implications. The analysis opens avenues for future research.