For this assignment, you will write an essay that assesses the role of culture in human resource management practices within a global organization. Give examples of how cultural differences may affect

MHR 6451, Human Resource Management Methods 1 Cou rse Learning Outcomes for Unit VIII Upon completion of this unit, students should be able to: 3. Assess the role of culture in human resource management practices within a global organization. Reading Assignment The following videos and articles were mentioned in the unit lesson and are required reading for this unit. In order to access the following resources, click the links below. Altaf, A. (2011). The impact of organizational culture on organizational effectiveness: Implication of Hofstede cultural model as organizational effectiveness model. International Journal of Interdisciplinary Social Sciences , 6(1), 161 -174. Retrieved from https://libraryresources.columbiasouthern.edu/l ogin?url=http://search.ebscohost.com/login.aspx?direc t=true&db=a9h&AN=73343667&site=ehost -live&scope=site Please watch the video below (from 4:10 to 21:24): Geert Hofstede Consortium. (2013, January 19). Geert Hofstede – Recent discoveries about cultural differences [Video file]. Retrieved from https://youtu.be/LBv1wLuY3Ko To view the transcript of the video above, click here . TEDx Talks. (2014, July 22). Cultural difference in business: Valerie Hoeks: TEDxHaarlem [Video file]. Retrieved from https://ww w.youtube.com/watch?v=VMwjscSCcf0&feature=youtu.be To view the transcript of this video, click here . Hofstede, G. (1980). Motivation, leadership, and organization: Do American theories apply abroad? Organizational Dynamics , 9(1), 42 -63. Retrieved from https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc t=true&db=bth&AN=5143098&site=ehost -live&scope=site The Lavin Agency Speakers Bureau. (2014, December 10). Erin Meyer: How cultural differences affect business [Video file]. Retrieved from https://youtu.be/zQvqDv4vbEg To view the transcript of the video above, click here . Minbaeva, D., & Collings, D. G. (2013). Seven myths of global talent management. International Journal of Human Resource Management , 24 (9), 1762 -1776. Retrieved from https://libraryresources.columbiasouthern.edu/login?url= http://search.ebscohost.com/login.aspx?direc t=true&db=bth&AN=86994264&site=ehost -live&scope=site UNIT VIII STUDY GUIDE The Role of Culture in Global HRM Practices MHR 6451, Human Resource Management Methods 2 Unit Lesson In order to access the following resource, click the link below. College of Business – CSU. (2016, September 1). Impact of culture on human res ource management [Video file]. Retrieved from https://youtu.be/o -xm5ZZ13TY To view the transcripts for this video, click here . In the video indicated below, you will be introduced to Valerie Hoeks as she discusses her experiences with cultural differences on an individual basis, and she also discusses business or group differences between Chinese and Dutch cultures. TEDx Talks. (2014, July 22). Cultural difference in business: Valerie Hoeks: TEDxHaarlem [Video file]. Retrieved from https://www.youtube.com/watch?v=VMwjscSCcf0&feature=youtu.be To view the transcript of this video, click here . In the article indicated below, you will be introduced to Dr. Geert Hofstede, a well -known Dutch psychologist who is famous for pioneering studies of national cultures (Jan, n.d.). Initially, Dr. Hofstede presented four dimensions of culture: power dista nce, individualism and collectivism, masculinity and femininity, and uncertainty avoidance (Hofstede, 1980). Dr. Hofstede says inhabitants of most countries tend to share a national character, which is often more apparent to foreigners than themselves. Thi s national culture embodies the ethnic perceptual instruction that nationals have in common (Hofstede, 1980). W hen describing the common elements within each nation, Hofstede is not describing individuals but, rather, is describing the national norm. Keep this in mind when reading about the four dimensions explained in the reading. Hofstede, G. (1980). Motivation, leadership, and organization: Do American theories apply abroad? Organizational Dynamics , 9(1), 42 -63. Retrieved from https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc t=true&db=bth &AN=5143098&site=ehost -live&scope=site Hofstede’s theory is not without critics. Some critics say that his theory is generalized and based on faulty assumptions, some claim that the questionnaires he used were culturally biased, and some assert that multiple cultures within an organization were ignored. Regardless of these criticisms, the popularity of the theory continues, and the theory is used by other research ers because it assists in understanding national cultures and their inferences within the framework of doing business globally (Kermally, 2005). For instance, Altaf (2011) conducted research using the dimensions within Hofstede’s cultural model to determi ne factors that influence organizational performance. Some of the findings indicate that two factors, power distance and collectivism, were found to be significantly related to organizational effectiveness. The study found low power distance to be signific ant. In previous studies by Hofstede, power distance was found to have two dimensions: either low or high. The higher the power distance, the more difficult it is to manage or motivate people. By delegating authority and dispersing the pecking order, the l ow power distance helps reduce the difficulties with managing, communication, and integration. For more insight and findings as well as suggestions for affecting organizational performance, please read the study: Altaf, A. (2011). The impact of organizati onal culture on organizational effectiveness: Implication of Hofstede Cultural Model as organizational effectiveness model. International Journal of Interdisciplinary Social Sciences , 6(1), 161 -174. Retrieved from https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc t=true&db=a9h&AN=73343667&sit e=ehost -live&scope=site Recent discoveries about cultural differences were made as Hofstede and his son accumulated research that was conducted across the globe using his model. The result of the analysis of data led to the addition of dimensions. The Hof stede model is now a six -dimensional model. As before, the model continues to be used to understand and improve cross -cultural communication. In the following video, Dr. Hofstede describes six values, and he explains how a society's culture influences thes e values in its members. He then demonstrates how these values influence their behavior. Most of the six values will be familiar to you. They are power distance, uncertainty avoidance, individualism, masculinity, long -term versus short -term orientation, MHR 6451, Human Resource Management Methods 3 an d indulgence versus restraint (Geert Hofstede Consortium, 2013). You are encouraged to watch from 4:10 to 21:24. Geert Hofstede Consortium. (2013, January 19). Geert Hofstede – Recent discoveries about cultural differences [Video file]. Retrieved from https://youtu.be/LBv1wLuY3Ko?t=4m9s To view the transcript of this video, click here . There are many cultural lessons we have learned from Dr. Hofstede that can be applied to business. An example is tha t employees in different cultures behave differently. Knowing these differences advances our understanding of how to more effectively manage people and enhance the productivity of multicultural teams.

Also, misunderstandings are lessened when collaboration between organizations across different cultures is improved. The importance and influences of cultural differences must be recognized by leadership and incorporated into the mission and values of organizations (Kermally, 2005). There are leaders who have understood the importance and influence of establishing an organizational culture. One such leader is Simon Green, Vice President and General Manager of NetApp -Asia Pacific. Green expressed NetApp’s commitment to building and sustaining their successful g lobal corporate culture in his article “Why Culture Counts” (2009). Their culture is the foundation of the company’s success, not just because of the amount of solutions sold, but due to the innovative ideas of their people and those who assist customers i n sharing their value proposition. The corporate culture can be seen in the ways in which the organization conducts business and regards its employees and customers, the degree of freedom allowed in decision -making, the growth of new ideas, and the level o f individual articulation. Their culture reveals the depth of employee commitment to their customers and owners. Green (2009) believes a company’s culture can be the secret ingredient that transforms it aggressively into a zone of opportunity. Just how em ployees react during difficult moments could make the distinction between profit and loss —this is the advantage, or the return on investment, of corporate culture. W hat a company is, and being able to understand and articulate how its employees work intens ely to set it apart from competitors to deliver products or services, defines what corporate culture is all about. There are, at the same time, CEOs who doubt the very existence of corporate culture. How can this be?

Geographical regions, production, and budget discussions are tangible; attitude and behavior discussions are less tangible and are often uncomfortable for some CEOs and management to discuss. They assume that the company’s vision, values, and strategy define their culture. Some aspects of c ulture can be observed; however, the most powerful aspects are found in the core, which is composed of values in action (e.g., ethical behaviors, standards, moods, world views, paradigms, company myths and stories — internal and private conversations of empl oyees who belong to a team, and employee enthusiasm). The cultural core is the basis of all actions and decisions. An organization has a distinct competitive advantage when positive and value -creating behavior is driven by the culture. If culture was not proactively created and nourished by the leadership team to support the purpose of the organization, then it is likely that it will be a hidden liability (Green, 2009). Global companies must pull all different geographical cultures together and make sure that they are able to work as a cohesive team. The ingredient to creating and sustaining a healthy and energetic culture involves a daily reinforcement of the culture, wh ich requires proactive conversations and communications. NetApp’s approach is to educate employees on the culture while being sensitive to local cultures around the globe (Green, 2009). Fortune magazine named NetApp as one of the best companies to work f or during the last seven consecutive years. It was number one in January 2009, and it was in the top 15 for three consecutive years. It was also named as one of the top eight companies to work for in Australia in 2008, and NetApp was one of the best tech c ompanies to work for in India in 2007 (Green, 2009). Today, businesses that move offices, stores, or production facilities to several different countries create multinational corporations (MNCs). An MNC may even hire people from surrounding countries as w ell. This multicultural environment can be a challenge for not only the human resource (HR) department in the host country and the HR professionals at the national level, but, as you will see, the multicultural environment can be a challenge for the leader ship as well. The purpose of the article indicated below is to reveal and dismiss a MHR 6451, Human Resource Management Methods 4 number of key myths regarding talent management that may damage global talent management’s (GTM’s) impact of MNC effectiveness. The authors present suggestions for improvin g talent management performance that is grounded in practice, academic reasoning, and discussions with senior HR professionals (Minbaeva & Collings, 2013). Minbaeva, D., & Collings, D. G. (2013). Seven myths of global talent management. International Jou rnal of Human Resource Management , 24 (9), 1762 -1776. Retrieved from https://libraryreso urces.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc t=true&db=bth&AN=86994264&site=ehost -live&scope=site Effective communication skills for management and employees within an MNC are critical to the success of the business. Be ing able to correctly understand the cultural differences, such as being able to read the atmosphere in a multicultural facility, can make the difference in obtaining employee understanding and engagement (The Lavin Agency Speakers Bureau, 2014). For more than 16 years, Professor Erin Meyer has studied essential elements of international communication, which affects the daily interactions of businesspeople globally. Learn more by watching the video of her presentation: The Lavin Agency Speakers Bureau. (2014, December 10). Erin Meyer: How cultural differences affect business [YouTube video]. Retrieved from https://youtu.be/zQvqDv4vbEg To view the transcript of this video, cli ck here . As a result of her research, which is based on the work of many famous researchers before her such as Geert Hofstede, Professor Meyer has developed a cultural map. This map is a tool that plots national business cultures on eight behavioral scales. The profiles that result come from surveys and interviews obtained from people in the countries being stud ied at that time. The results show where there are similarities and differences between the nations’ cultures with respect to the way they respond to the eight behavior scales, such as how they lead, persuade, decide, trust, communicate, evaluate, schedule , and disagree. Professor Meyer has published several articles in the Harvard Business Review . If you are interested, you can read more about her profile and work by going to her website, which is listed in the suggested reading section of this unit. Re ferences Altaf, A. (2011). The impact of organizational culture on organizational effectiveness: Implication of Hofstede Cultural Model as organizational effectiveness model. International Journal of Interdisciplinary Social Sciences , 6(1), 161 -174. Geert Hofstede Consortium. (2013, January 19). Geert Hofstede – Recent discoveries about cultural differences [Video file]. Retrieved from https://youtu.be/LBv1wLuY3Ko Green, S. (2009). Why culture counts. New Zealand Management , 56 (5), 19. Hofstede, G. (1980). Motivation, leadership, and organization: Do American theories apply abroad? Organizational Dynamics , 9(1), 42 -63. Jan, G. (n.d.). Home page. Retrieved from http://www.geerthofstede.eu/ Kermally, S. (2005). Gurus on people management . Retrieved from http://site.ebrary.com/lib/columbiasu/detail.action?docID=10088338&p00=kermally The Lavin Agency Speakers Bureau. (2014, December 10). Erin Meyer: How cultural differences affect business [Video file]. Retrieved from https://youtu.be/zQvqDv4vbEg Minbaeva, D., & Collings, D. G. (2013). Seven myths of global talent management. International Journal of Human Resource Management , 24 (9), 1762 -1776. MHR 6451, Human Resource Management Methods 5 Suggested Reading In order to access the following resources, click the links below. To learn more about Erin Meyer, the creator of the culture map that was mentioned in the unit lesson, take a few minutes to explore her website at http://erinmeyer.com/ Now more than ever, business is becoming more global. The article below looks at how globalization may affect industrial and employee relations in a company. Cambridge, C. (2001). Compassion versus competitiveness: An industrial rel ations perspective on the impact of globalization on the standards of employee relations ethics in the United States. Ethics & Behavior, 11 (1), 87 -103. Retrieved from https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc t=true&db=a9h&AN=3970466&site=ehost -live&scope=site India has quickly become a power player in the business world. It is important to understand the cultural differences and how to navigate them. This video explores those topics and more. Cook. R. (Producer). (2011). Communicating in India: International business communication [Video file]. Retrieved from https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://fod.infob ase.com/PortalPla ylists.aspx?wID=273866&xtid=49178 Learning Activities (Nong raded) Non graded Learning Activities are provided to aid students in their course of study. You do not have to submit them. If you have questions, contact your instructor for further guidance and information. Check for Understanding: Word Search Puzzle Click here to download a word search puzzle that reinforces the terms covered in this unit. You can print it out or use the highlighting or drawing tools to circle the words directly on the PDF .