Behavior in Chilean organisations subordinates itself to a cultural pattern that can be traced to a strong Hispanic origin that determines a dominator/dominated cultural pattern. This can be recognized in human resources management practices and explained through the assumptions that underlie those practices. Certain modes characterise organisational behavior in Chile such as: short-term perspective in the analyses and assessment of reality, double discourse that intends to hide obvious realities using discursive explanations, and the privilege of personal goals and interests over those of groups or even National society. This leads to a societal sacrifice in terms of human growth and development. A recurrence of actions can be found in most Chilean managers: privilege paternalistic managerial styles, do not encourage the development of employees' competencies, are task-oriented and do not consider the importance of social processes that affect work conditions, are manipulative and do not take accountability for the consequences of their actions.
|Publication status||Published - Aug 2002|
|Event||6th International Conference on Social Representations - Stirling, United Kingdom|
Duration: 27 Aug 2002 → 1 Sep 2002
|Conference||6th International Conference on Social Representations|
|Period||27/08/02 → 1/09/02|
- organisational culture
- human resources
- management practices
Rodriguez, J. K., & Gomez, C. F. (2002). The relation between organisational culture and human resources management practices in Chile. Paper presented at 6th International Conference on Social Representations, Stirling, United Kingdom.