This
paper shows that social and
cultural context play a significant role in the shape and content that HRM practices, both in theory and on application to
organizational activity, assume in a
given culture. The paper discusses how the attributes of social, economic and political culture affect, for good or ill, organizational behavior in general and the employment experience of individuals so affected in particular. It shows that no
national culture has an unmediated positive or negative effect on HRM practices and that the lessons of the interplay of national culture and HRM in a given culture might profitably be discerned by organizations that seek to do profitable business in a variety of cultural venues.