Culture is a collective programming allied to the way of thinking that differentiates various members of certain groups of individual within a nation. Culture influences the capacity of an organizations involvement in foreign issues. The large issue is based on the culture of the specific country as well as how it equates to the national culture of the organization’s place of origin (Gautam & Batra, 2011). National culture differs on a diversity of dimensions. Hofstede model of cultural differences among countries explains differences in culture along four dimensions, which includes the level to which a society stresses on individualism and collectiveness. According to this, individualistic societies are based more on what is done or achievements (Gautam & Batra, 2011). On the other hand, collectivist culture showcases a group-based performance. The second dimension is supremacy level. It looks at the range to which a society is classified as power sharing is not equal amongst individuals. The third dimension is the avoidance of uncertainty. Refers to the level to which the community feels endangered by suspicion thus, encouraging risk taking. The aim of such societies is to take charge of everything to get rid of or avoid the unforeseen. The fourth dimension is the level to which a society showcases gender tendencies. A masculine society is perceived to be more aggressive, insistent and concentrates on goals accomplishments. A feminine society is perceived as one that pays more attention to social relationships and is more sensitive towards the welfare of others (Natemeyer & Hersey, 2011).
Based on contradictory laws, policy as well as culture, HRM procedures may not be generalized amongst various communities. Therefore, Cultural variances and dimensions may affect how HR duties are performed around the globe. Uncertainty avoidance has some impacts. First, high-risk avoidance drives managers to follow or adhere to systematic, internal as well as long-term orientations when it comes to personnel development. Secondly, it places a strong focus on peoples pays based on their performance. Notably, Uncertainty Avoidance impacts administrations to use more organized selection practices (Gautam & Batra, 2011). Individualism and Collectiveness dimension both have some impacts. For the communist, it becomes extremely hard for candidates who are outsourced from other communities to be assimilated into strong societal networks within the association and be in a position to resist changes brought about by their appointment especially when the person supported is an internal candidate (Gautam & Batra, 2011). Besides, collectivist society concentrates on top rank based preferment decisions whereas Personal culture is mainly considered when discussing employees’ abilities for future appraisals based on duty performance (Gautam & Batra, 2011).
Power distance also has some impacts, for high power distance index, these results will include centralized organization, more complex hierarchies, and significant gaps in compensation, authority, and respect. Members of high power distance cultures tolerate autocratic assessment styles that do not require them to express their perspectives openly in the appraisal review whereas low power-distance cultures appear to use more participative and egalitarian forms of performance appraisal (Natemeyer & Hersey, 2011). Masculine and femininity do also have some impacts. Countries high in femininity have more overlap in the social roles of women and men and do value largely based on the quality of life, relationships, caring for the weak, and modesty (Gautam & Batra, 2011). The aim of the procedure of selecting in feminine cultures is hiring people with positive alliance with others. Nevertheless, in cultures, which are masculine, highly structured interviews can be used with uniform guidelines. When dealing with a person from a culture that stress on low power distance index one should delegate authority as well as involve all the decision makers who will be directly affected by the decision. When dealing with a person from a culture of collectiveness one should avoiding giving negative feedbacks in public, and suppressing feelings and emotions that may endanger harmony (Gautam & Batra, 2011). When dealing with a person from a femininity culture one should acknowledge that it is highly possible to achieve success through negotiating, collaborating, and involving individuals from all levels, also recognizes that work flexibility and work-life balance are import in the organization culture. When dealing with a person from a culture that stresses on low uncertainty avoidance index one has to ensure that people remain focused, but do not create too many structures (Gautam & Batra, 2011). In addition, one should be aware that titles are not so important and one should avoid talking about their knowledge or experience. In this culture, respect is always granted to individuals who can deal with all situations.
Gautam, V. & Batra, S. (2011). Organisation development systems: A study in organisation behaviour and organisation management. New Delhi: Concept Pub. Co.
Natemeyer, W. E., & Hersey, P. (2011). Classics of organizational behavior. Long Grove, IL: Waveland Press.