Large firms such as international or multinational

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Large firms, such as international or multinational firms should add many new dimensions to their HR implementations. Also, new developments or innovations in practices generally and continuously occur in large organizations, through their qualified, knowledgeable personnel, widened business horizon and sophisticated culture. There are two key reasons why one can find a positive relation between firm size and formalization of HRM practices: First, if organizations become larger, the need to decentralize and communicate between employees and departments increases. This, in turn, requires a certain level of standardization, specialization and formalization of HRM. Second, most formalized HRM practices require considerable development costs. This results in a cost advantage for larger firms, which is strengthened by the limited supply of financial resources of many small firms. The size of an organization is also significant for managerial style, in terms of autocratic or participative. Large organizations can be more democratic, so, their departments or branches might be more autonomous. In these types of establishments, decentralization is a necessity for an effective management. So, there is less control and more self confidence. Conversely, small and medium sized enterprises generally have centralized organizational structure and, managerial practice. Therefore, human resource of those firms is under close control of their managers. 2.2.5. Organizational culture: Today’s organization is predominantly dynamic as it poses large opportunities and challenges to the corporate practitioners and policy makers. Understanding such dynamism is very crucial to pursue the organizational strategic objective. Organizational culture adapts overtime to cope with the dynamic changes and meet the varying demands of the organization in its quest for gaining competitive advantage in all its activities. Therefore, a supportive culture is considered as a motivational instrument which promotes the organization to perform smoothly and ensure success in all its endeavors. A negative organizational culture kills human resource practice. 2.2.6. Priorities of Top Management: The priorities of top management could be another source for HRM practices. Accordingly, internal promotion or promotion within the organization, demanded characteristics for the recruitment of new personnel, policies of wage and salary, relations with unions, breaking job contracts could all be shaped through the importance, which top management give them. Some priorities can be as politics and professional behavior. Also, top management might pay attention to internal harmony, which leads
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efficiency, or profitability. The skills and values of top management about HRM might be as one of the main factors affecting related strategies and policies 2.2.7. Issues of Power and Politics: Top management or unit managers might prefer HRM implementations, which let them gain power. Accordingly, they can promote anyone who is in favor of them, recruit personnel that could support them. Besides, educating, training
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