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dc.contributor.advisorDooley, Kim, Een_US
dc.contributor.advisorMcCormick, Michael J.en_US
dc.creatorKelly, Mark Christopheren_US
dc.date.accessioned2010-01-15T00:07:13Zen_US
dc.date.accessioned2010-01-16T00:46:09Z
dc.date.available2010-01-15T00:07:13Zen_US
dc.date.available2010-01-16T00:46:09Z
dc.date.created2008-05en_US
dc.date.issued2009-05-15en_US
dc.identifier.urihttp://hdl.handle.net/1969.1/ETD-TAMU-2630
dc.description.abstractPrior research has shown that differences in human resource management (HRM) perception/practices do exist between nations. These differences have been attributed to variations in culture. The fundamental purpose of this study was to determine whether subcultures differing in location, religion, and ethnicity significantly affect perception/ practices of human resource management within a common national context (Indonesia). A secondary purpose of the current study was to compare with those found within Indonesia by the Best International Practices Consortium or Best Practices Project (BPP). Participants in the present study were 762 agri-business employees who were members of three distinctly separate subcultures within Indonesia; Sundanese/ Javanese, Balinese, and Minahasan. Data are obtained through the distribution of written questionnaires modeled after those employed by the BPP. Within each subculture, there were numerous disparities between current perceived practices and those desired by employees. This study also revealed several significant differences in HRM practices and perceptions across the three observed subcultures in the areas of hiring, training, performance appraisal, leadership, and communications. Participants reported differences in current and desired managerial styles across subcultures. However, within these groups, current management practices matched employee preferences. The overall findings of the present study differed from those of the BPP. These differences may be attributable to dissimilarities in the samples for the two studies’ samples. This study indicates that employee attitudes and perceptions of HRM practices do differ across cultural boundaries within a common national context. This discovery has wide implications for international companies which may be looking to establish overseas enterprises in countries with diverse cultural populations.en_US
dc.format.mediumelectronicen_US
dc.format.mimetypeapplication/pdfen_US
dc.language.isoen_USen_US
dc.subjectInternation Human Resource Managementen_US
dc.subjectCross Culturalen_US
dc.titleComparison of human resource management practices and perceptions of agri-business employees across three indonesian subculturesen_US
dc.typeBooken
dc.typeThesisen
thesis.degree.departmentAgricultural Leadership, Education, and Communicationsen_US
thesis.degree.disciplineAgricultural Educationen_US
thesis.degree.grantorTexas A&M Universityen_US
thesis.degree.nameDoctor of Philosophyen_US
thesis.degree.levelDoctoralen_US
dc.contributor.committeeMemberBriars, Gary E.en_US
dc.contributor.committeeMemberDooley, Larry M.en_US
dc.type.genreElectronic Dissertationen_US
dc.type.materialtexten_US
dc.format.digitalOriginborn digitalen_US


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