Framework: Approaches by their very nature offer unifying that is at once broad, possibility supported and integrative. They incorporate a complete accompaniment of HR objectives and behaviors designed particularly to fit in existence environments and to be equally reinforcing (Baron and Armstrong, 2002).
Cowling and Lundy (1996) argue that human resource management integrates all the activities of the organization in order to make the people of the organization to achieve the same. With the increase in number of multinational organizations, there has been a situation in which people belonging to different cultures working together creating a multicultural environment. This has created a great impact in the way organizations manage human resource.
Overview of Culture:
Once in occurrence management subtly impacts thoughts, feelings, actions and perceptions of the employees in the way that are stable with their cultural reality. The management also guides the communication, selection and interpretation of information in a way that is meaningful for the employees. To understand the culture of the organization one must understand the employee’s basic considerations namely their national cultural beliefs and values. Culture enhances several people who were conditioned by similar life experience and education and it is not the individual’s characteristics.
框架：提供统一的方法其本质，是一次广泛的，可能的支持和综合性。他们的人力资源目标和行为，特别适合生存的环境，同样加强“（Baron和阿姆斯特朗，2002年）包括一个完整的伴奏。
整流罩和伦迪（1996）认为，集成了所有的人力资源管理活动的组织，以使人民的组织来达到同样的。随着跨国组织数量的增加，出现了一种情况，即人属于不同的文化，共同创造一个多元文化的环境。这在组织人力资源管理的方式产生了很大的影响。
文化概述：
一旦发生管理中巧妙地影响的员工的方式与他们的文化现实是稳定的思想，情感，行为和观念。管理层的沟通，选择和解释信息的方式，是有意义的员工还指导。要了解组织文化，必须了解员工的基本考虑，即本国的文化信仰和价值观。文化提高几个人谁是条件类似的生活经验和教育，这不是个人的特性。
