Understanding Culture in a Globalised Market.
Statement of Purpose
This review addresses the challenge of different cultures on Human Resource Management and how they curb this problem. The podcast that addresses this issue is by Group S. The reason for settling for addressing this issue is that companies and businesses are globalizing and hence they are required to structure their business model to accommodate changes that comes with going global. Consequently, a global workforce is created in various countries. Such a move presents complex issues to the Human Resource Management department that they must address.
Summary of the ideas presented in the podcast
The podcast addresses the issue of culture as a challenge that is facing Human resource. Business expand their operations and go global as they do so it becomes necessary to hire employees who come from diversified backgrounds. Leading to globalisation of culture. These different cultures, have different beliefs and work ethics which may be conflicting between one group and another.
The Human resource department therefore, is the go between these two groups to maintain quality of work while at the same time maintaining a favourable working environment. In the podcast an example is given between the Italians and Americans who have different work ethics. Italians have a stronger social welfare as compared to the Americans. In case of a problem that affects one of their own, Italians stop working to address the issue that is affecting one of their own which the Americans could not understand.
Introduction to cross cultural misunderstandings in work places
Cross cultural misunderstandings with diverse working backgrounds, raise certain issues such as conflicts, provocation and dissatisfaction which lead to communication breakdown and reduce the performance of employees. This is because the work techniques learnt in one country, do not apply to other cultures resulting in ambiguity and clashes on beliefs (SHRM, 2015). The Human Resource department is therefore tasked with solving these issues, come up with HR policies and at the same time maintain cross border relationships
How Human Resource Management can curb these problems.
The HRM needs information on operating on a global scale. This is because they are likely to influence on markets, business practices and supply chains. Some of the guiding principles include adopting a cross-cultural perspective which emphasises differences and similarities of values among individuals from different countries (Heneman and Milanowski 2011, p. 53). To achieve this the HRM can adopt certain strategies.
One such strategy is developing a global workplace culture. The HRM of a global company needs to incorporate intercultural sensitivity and competence in the management of business. These two concepts means that the cultural differences are appreciated and effectiveness in interaction with people of diverse cultures is achieved (Bogicevic-Milikic 2009, p. 111). These can be achieved via on job exposure and formal training. Exposure and experience of various cultural differences means that individuals are informed on how their interactions should be crafted as well as knowing the constrains of such interactions.
The second strategy would be to do away with certain HRM stereotypes. These stereotypes can impede the development of intercultural association. They include leadership behaviours such as failure to recruit and retain people of diverse talents, adopting biased practices when offering employment and embracing a top-down leadership style. In retrospect, organization need to ensure they have equitable and fair employment service practices (Minkov and Hofstede 2010, p. 11). Furthermore, the working environment should be open so that individuals feel welcome in the company and that decision making is inclusive. Hence incorporating the ideas of diverse individuals whose talents are different.
Thirdly, it is important to understand the cultural sensitivity of individuals. According to Dr Milton Bennett (2013, p. 4), the issue can be presented in the form of a Development Model of Intercultural Sensitivity (DMIS). The model helps the HRM in acquiring awareness on cultural differences which they can later pass down to other employees. The approach used in this case is that of creating individual awareness which allows reception of differences between individuals who are later able to experience life differences.
Finally, HRM can conduct cultural competency training. This is because employees need to be informed on the role of cultural differences at workplaces. Hence it would be important to know the culture, values, attitudes and beliefs of other individuals. Consequently, employees increase their cultural intelligence (Obeidat et al. 2016, p. 94). The HRM can propagate this through role play, offering trainings using peer trainers from other cultures or experienced global managers, offering global leadership career development that consists of multicultural teams and offering visits to global worksites. A study within the organisation can also be helpful whereby, employees are enlightened on the cultural differences among themselves which play a significant role in shaping their work place behaviour. It would also be important to enlighten members on work values that are shared in the organization regardless of their back ground and values.
Conclusion
Such a move would shape the interactions between employees within an organisation and in the long run avoid scenarios that would prevent the smooth learning of the organization. Consequently, mitigating the challenges that the HRM is likely to face at the workplace.
.
References
Bennett, M. (2013). Measuring intercultural sensitivity: The intercultural development inventory. International Journal of Intercultural Relations, 27(4), pp.1-12.
Bogicevic-Milikic, B. (2009). The influence of culture on human resource management processes and practices: The propositions for Serbia. Ekonomski anali, 54(181), pp.93-118.
Buller, P. and McEvoy, G. (2012). Strategy, human resource management and performance: Sharpening line of sight. Human Resource Management Review, 22(1), pp.43-56.
Heneman, H. and Milanowski, A. (2011). Assessing human resource practices alignment: A case study. Human Resource Management, 50(1), pp.45-64.
Minkov, M. and Hofstede, G. (2010). Hofstede’s Fifth Dimension. Journal of Cross-Cultural Psychology, 43(1), pp.3-14.
Obeidat, B., Al-Sarayrah, S., Tarhini, A., Al-Dmour, R., Al-Salti, Z. and Sweis, R. (2016). Cultural Influence on Strategic Human Resource Management Practices: A Jordanian Case Study. International Business Research, 9(10), p.94.
SHRM. (2015). Understanding Workplace Cultures Globally. [online] Available at: https://www.shrm.org/resourcesandtools/tools-and-samples/toolkits/pages/understandingworkplaceculturesglobally.aspx [Accessed 5 Apr. 2018].
SHRM. (2015). 2015 Employee Job Satisfaction and Engagement: Optimizing Organizational Culture for Success. [online] Available at: https://www.shrm.org/hr-today/trends-and-forecasting/research-and-surveys/Pages/job-satisfaction-and-engagement-report-optimizing-organizational-culture-for-success.aspx [Accessed 5 Apr. 2018].
