LE MANAGEMENT JUSTE DES RESSOURCES HUMAINES À L’INTERNATIONAL : UNIVERSALITÉ OU SPÉCIFICITÉS CULTURELLES ?

Abstract

The article presents the concept of feelings of organizational justice and their components
distributive, procedural and interactional. It shows their importance for the management of international human resources. A review of intercultural work in organizational justice
is then proposed in order to analyze the part of the universal and the cultural for the four
the most studied areas of human resources management: compensation, conflict management, manager-subordinate relationship and recruitment. Hofstede's theory of cultural dimensions (1980, 1984) is used as a general explanatory framework and situational variables are systematically proposed to qualify the conclusions. It appears that
feelings of distributive justice regarding remuneration are based on different criteria
according to the culture considered (in particular according to its degree of individualism / collectivism). Sentiments of procedural justice applied to conflict management reflect
on the other hand, universal criteria (even if their concrete implementation may vary between cultures). As for the interactional justice of the manager-subordinate relationship, it is very dependent on culture (mainly on its dimension of hierarchical distance). Finally, we find
the same results between universality and cultural specificity for the three types of organizational justice when applied to international recruitment. In each of the areas of
human resource management approached, situational variables appear to be strong
moderators of the impact of culture. The conclusion presents a global model and then emphasizes
on the managerial implications and limits of current work, as well as on the prospects for
future research.