Convergence And Divergence In HR Systems: A Critical Analysis With Examples From India And UK

How far do you agree with the view HR systems in the world are only converging to a vert limited extent ? illustrate your answer with examples from two countries ( India and UK) underpin your argument using relevant concepts and organisational practices.

Discussion

The modern world is more volatile and competitive than earlier. Organisations focus on gaining more innovative sources that are required for the expansion of a business. The concept of gaining a competitive advantage has increased and country grouping is done keeping in mind the differences and similarities that exist in the business undertaken by the organisations. Thus, there exists the application of convergence in the competitive advantage of human beings. However, as stated by Vapnik and Chervonenkis (2015) while pursuing the convergence, certain divergence also exist that strikes a balance between specific aspects and the manner in which resources are to be utilised. These patterns play a vital role in managing human resources worldwide. The essay discusses the convergence and divergence that exists in the managing of business in countries like India and the UK. Critical analysis is undertaken to understand the limited aspect of convergence in the HR systems worldwide.

According to Brewster et al. (2016), convergence and divergence are concepts that are used not only in the workplace but also in the daily lives of people. Convergence is considered as a tendency wherein members of a group are clustered based on the likeness that exists among one another. In the business terms, such a similarity of thoughts and processes are known as company culture that plays an important role in the success of an organisation. On the other hand, Sparrow, Brewster and Chung (2016) stated that divergence is the tendency of group members to be less alike as compared with the other members of the group. Such a tendency can affect an organisation in a negative manner, as employees cannot provide the required efficiency that is required for the success of an organisation. Hence, in this regard, Wilton (2016) commented that convergence is useful once individuals spend time with the people that resemble their personal interests. At the same time, it is also necessary to break away from a group that provides dissatisfaction to the employees in a group as it may affect their performance in a negative manner. Thus, an argument for and against the two concepts usually hold true for the success of HR system in organisations.

In the words of Kramar (2014), it is seen that convergence brings about a form of unity among the people working in an organisation. The company culture is developed that is usually based on the similarity of characters, behaviour, thoughts and philosophies. At times, it is seen that a convergence group most people rebel against the norms of work that is developed within an organisation. Workaholic people often form such norms so that the organisational productivity may increase. Nell and Signorelli (2015) stated that violation of the norms warrants rebel from the other members of the group and the tendency to prevent further violation are undertaken. Working in an organisation with people that are addicted to work can define the concept of convergence in a proper manner. Such cultures are normally seen in India wherein people believe that getting out of work at an earlier time means that the person is not pulling their weight. Due to this concept, it can be said that convergence instigates certain methods that need to be adopted so that new ideas can be generated. One such method is the utilisation of affinity sort to recognise patterns. This can be done by categorising similar things and trying to identify the differences between the things.

Conclusion

 According to Langford and Bryan (2015), an establishment of the evaluation criteria is done so that common goals and metrics are achieved that can help in the evolution of new concepts in a consistent manner. In a country like India, the application of the convergence concept is high as people form groups not only in the workplace but also outside it. Political involvement along with the involvement of trade unions at the workplace often results in the formation of a convergence group that identify various similarities with one another. However, Preuss and Barkemeyer (2015) argued that problems might arise between the groups that may have a negative impact on the individuals as well as the organisation. Thus, it is necessary to sketch the problems and provide time by staying away from the problem for a couple of days. It has been observed that breaking away from a group is hard but it is necessary for the betterment of individual life and organisation. In the case of India, the people bully such breaking away and because of this, the mentality of the people living the group is hindered.  In this regard, the concept of divergence can be introduced that usually fashion among people that have a higher lifestyle. 

Hoggart (2016) stated that such mentality of the people exists in the United Kingdom, a country that has a fancy lifestyle. Most of the people in the country are related to the royal families that warrant fashionable lifestyle. Hence, working in an organisation with people of different tastes may cause problems among the people. Auer and Hinskens (2014) argued that the groups influence the behaviour of people. The group to which the people belong influences the attitudes, mentality and behaviour of them. At the same time, it is seen that divergence makes people sacrifice the possible opportunities that could have been received had they remained a part of a group. Convergence, on the other hand, tends to keep options open for improvement. Based on the analysis of this particular idea, it can be said that people in India tend to be converging than the people in the UK. This is mainly because of the fact that Indian people have the tendency to influence people and ensure that the circle of the group is broader for gaining benefits. In the organisational context, the influence of people at a higher authority is done so that progress can be made in the ranks.

References

The groups formed not only exist within the organisation but also extends beyond the office hours so that the relationship can be maintained. However, breaking away from the group often provides problems for the people as opportunities to bring about improvements in life become narrow. In the case of the UK, such influence is not required, as people tend to be on their feet based on the skills and capabilities they possess. Despite this, Sánchez-Marín et al. (2017) stated that certain methods could be followed in the divergence process that can help in the movement of the team and bring about a sense of organisational culture. One process can be the gathering of a wide stimulus. This can be done by taking inspirations from other organisations that have adopted this technique. This can help in identifying the similarities and dissimilarities that exist in the ideas of both the organisations. Shields et al. (2015) stated that a brainstorming session with the colleagues not part of the current project could help in gaining innovative ideas. Every new idea can be documented and thus presented in the organisation so that it can achieve success. Thus, it can be said that in a country like UK and India such a process can be used effectively.

After the analysis of the convergence and divergence process, it can be said that companies are seeking to adopt the divergence process largely. The reason behind the limited extent of the application of convergence is the fact that proper application of divergence can help employees achieve success in personal as well as professional life. Sparrow, Brewster and Chung (2016) stated that being a part of a group could bring about more opportunities for people working in an organisation. However, the uniqueness of the activities undertaken by the employees by applying the divergence process can help in bringing about a competitive advantage. Thus, it is for this reason that the adoption of convergence process in the HR system has been limited in the modern world. Organisations in India and the UK have similarities only in the fact that the organisational culture is one of the important aspects that need to be protected. Hence, the application of convergence as well as divergence can help in the adoption of competitive advantage for the organisation as well as the individual.

Conclusion

Hence, it can be concluded that convergence and divergence are opposite to one another and the manner in which these can be applied in an organisation emphasises the fact that competitive advantage is an important aspect. In countries like India and the UK, the process of convergence and divergence can be used simultaneously so that organisations and individuals can gain success. It can be said that the differences between the two concepts provide an idea about the manner in which an organisation can develop itself in the competitive market. The limited extent to which the concept of convergence is applied provides an idea about the manner in which competition has grown in the field of HR. The worldwide view of the process of convergence and divergence can help people to understand the manner in which HR tactics can be used in an effective manner.

References

Auer, P., & Hinskens, F. (2014). The convergence and divergence of dialects in Europe. New and not so new developments in an old area. Issues, 28.

Brewster, C., Houldsworth, E., Sparrow, P., & Vernon, G. (2016). International human resource management. Kogan Page Publishers.

Hoggart, K. (Ed.). (2016). The city's hinterland: dynamism and divergence in Europe's peri-urban territories. Routledge.

Kramar, R. (2014). Beyond strategic human resource management: is sustainable human resource management the next approach?. The International Journal of Human Resource Management, 25(8), 1069-1089.

Langford, P., & Bryan, I. (2015). Convergence and divergence.

Nell, G., & Signorelli, M. (2015). Convergence and Divergence. In Palgrave Dictionary of Emerging Markets and Transition Economics (pp. 437-457). Palgrave Macmillan, London.

Preuss, L., & Barkemeyer, R. (2015). Convergence and divergence in the CSR priorities of developing country firms. In Academy of Management Proceedings (Vol. 2015, No. 1, p. 16430). Academy of Management.

Sánchez-Marín, G., Meroño-Cerdán, Á. L., & Carrasco-Hernández, A. J. (2017). Formalized HR practices and firm performance: an empirical comparison of family and non-family firms. The International Journal of Human Resource Management, 1-27.

Shields, J., Brown, M., Kaine, S., Dolle-Samuel, C., North-Samardzic, A., McLean, P., ... & Plimmer, G. (2015). Managing Employee Performance & Reward: Concepts, Practices, Strategies. Cambridge University Press.

Sparrow, P., Brewster, C., & Chung, C. (2016). Globalizing human resource management. Routledge.

Vapnik, V. N., & Chervonenkis, A. Y. (2015). On the uniform convergence of relative frequencies of events to their probabilities. In Measures of complexity (pp. 11-30). Springer, Cham.

Wilton, N. (2016). An introduction to human resource management. Sage