Managing human resources in the Latin American context: the case of Chile

Abstract

In this article several aspects of human resource management (HRM) in Chile will be examined. Initially Chile will be analysed in the context of Latin American culture and history, as it shares a number of common features with the rest of the countries of the region. Secondly, the arrival of HRM to Chile is explored, as well as how it is affected by the particular characteristics of the country. Thirdly, HRM research literature in the specific context of Chile is reviewed and analysed. Finally, some consequences are discussed, and it is concluded that Chile shares a unique history, culture, social particularities and problems with the other countries of the region, affecting the way in which HRM is deployed in organisations. It is also concluded that more research in this context is urgently needed.

Keywords:

• Chile
• international human resources management
• Latin America
• national culture

Notes

 1. In Hofstede's investigation, Latin American countries were characterised as showing high power distance, a collective orientation and a tendency for uncertainty avoidance. With the masculinity variable, however, they were not homogeneous.

 2. A. Armstrong is a senior professor at the Pontificia Universidad Católica de Chile. According to him, in 1982 the name of the module ‘personnel management’ was changed for HRM.

 3. ‘Pituto’ is the most popular name for the peddling of influence, especially in small-scale corruption.