the questions are provided on the picture
Islam has grown enormously over the past three decades. In the countries where it is prevalent, from West Africa to the Lebanon, Malaysia to Indonesia, Muslims are returning to Islamic traditions, as a way of rediscovering their identity and as an alternative to the materialism and tensions of the twentieth century. [slam is an all-encompassing creed, governing every aspect of public and private life. The Koran is regarded as containing the revealed words of God which can act as a guide and a steer. Nevertheless, humans are able to choose and intervene In their own destiny, and must be held responsible for the consequences of their deeds. The economic ideas of the Koran are quite close to those of the West, with the Koran advocating a system based on individual enterprise and reward. As for the Muslim individual, he or she should be guided by hisfher conscience to treat employees and others responsibly. Individuals should pay a reasonable wage, charge a fair price and be restrained in the way in which they use any prots. They also have a responsibility for protecting the environment. However, the way in which Islam is manifest is very different across nations. At the extreme end, the Taliban regime in Afghanistan does not allow women to work outside their homes, and girls do not attend schools or colleges. In Ira n, however, while women have to follow a strict dress code at work and there is a policy of segregation on public occasions such as prayers, Iranian women are doing relatively well in public life. Women can go into most Jobs and professions, and unlike their peers in Saudi, they can drive cars and vote. The following work-related values of Islamic culture in Iran have been identified by Latifi {1997}: I equality before God: I individual responsibility within a framework of cooperation with others; I a view that people In positions of power should treat subordinates kindly, as if their subordinates are brothers or sisters; I fatalisrn, but also a recognition of personal choice; I encouragement of consultation at all levels of decision making, from family to the wider community. Latifi closely observed a sample of Iranian managers and found traces of Islamic values in the HRM style. Iranian employees thought of their managers as sympathetic brothers and sisters or compassionate fathers and mothers. The family-like relationship seemed to have been extended to include social and teacher roles for the managers, and they were frequently involved in their subordinates' private lives and family matters. A high proportion of managers were willing to make their time and organisations available for high-school and university students who might wish to conduct a research project or acquire work experience as part of their courses. They viewed this as part of their responsibiiity to society and to the next generation of managers. In Malaysia, Endot [1995} also found that Islam had filtered down to the HRM practices. One of the companies offers its employees interest-free loans for vehicle or house purchase, or for preparation for a wedding ceremony. Another organises Islamic study circles for managers. These are segregated, but help create cohesive ness of relationships among the members. Another company sends its employees on short courses in Islamic teachings, in order that the employees understand Islam and its vaiues. Yet another organisation recruits individuals who have graduated in Islamic studies, only later exposing them to techniques of modern management. In a study carried out in the Arab Middle East, decisionmaking and management employee relationships were found to be characterised by a process of consultation, rooted in Islamic traditions. For exa mple, the Koran asserts that those who conduct their affairs by consultation will receive favour. However, this does not take the form of the Western model of consultative decision-making. Rather consultation is used to avoid potential conicts between executives and their subordinates: to please, placate or win over people who may be potential obstacles. It is also an information-gathering mechanism. So while consultation may occur, it usually involves only a few selected people and is not part of a hierarchical decision~making structure. 1 What type of approach to IHRM would you expect to be adopted if a Western MNE acquires an Iranian- based company which has been operating successfully for some time? 2 What resuits might you expect If the MNE were to use the Harvard model to evaluate the outcomes of the current HRM function with
