Some global executives would be surprised to learn that many employees in Mexico like to do their jobs in the presence of such religious images as the Virgin of Guadalupe. Their religious devotion in one example of how local culture affects the styles and practices of work in Latin America. Anabella Dávila, professor of management theory and business history at the graduate business school (ITESM) in Monterrey (Mexico), and Marta M. Elvira, academic director of Lexington College in Chicago, have published a book on this phenomenon, entitled "Managing Human Resources in Latin America." In the chapter titled "Culture and Human Resource Management in Latin America", the two scholars identify the cultural values that determine Human Resources in the region. They show how these factors can determine the success and failure of a business organization.
The authors define the Latin American business model as a hybrid of globalization and the region's historic traditions. With the exception of Argentina and Costa Rica, those traditions are characterized by large social gaps and a widespread collectivism that has various manifestations. Dávila and Elvira explain that social differences are manifested locally through benevolent, paternalistic leadership. "The senior executive has the personal obligation to protect subordinates, and even take care of the personal needs of workers and their families." >>>> Go to Full Story >>>
For Latin American companies facing global competition, the key to success may be to change personnel policies. In their new book, Best Human Resource Practices in Latin America, Marta Elvira, professor at IESE, and Anabella Davila analyze the relationship between personnel strategies and business success. In an interview with Universia-Knowledge@Wharton, Elvira discusses the state of HR in Latin America and the important role that multinational corporations and governments can play in the search for better labor practices. >>>> Go to Full Story >>>