Cultural Diversity & HRM

 Cultural Diversity & HRM

Source : https://researchleap.com/cross-culture-human-resource-management-affect-performance-international-organizations-evidence-rwanda/

The management of human resources should take into account the effects of global variances. Additionally, there are a variety of obstacles and difficulties that affect its overall believability. Here are several difficulties and impediments to efficient global human resource management.

The most difficult task facing global human resource management is preserving cultural variety. Working with individuals from other geographical areas or cultural backgrounds necessitates adjusting the company' work style to novel concepts, novel means of communication, and strange social customs.

Hofstede (1980) referred to cultural values as general dispositions "to favor some states of affairs over others" and referred to organizations as being "culture-bound." He also defined culture as "the collective mental training of people in an environment." Using global data on IBM employees, he discovered four national cultural dimensions: uncertainty avoidance, masculinity/femininity, power distance, and individualism/collectivism.

Workforce diversity refers to an organization made up of a mix of employees with distinct group identities who display differences based on demographic or other factors. It is one of the numerous environmental issues affecting organizations in recent years. Race, geographic origin, ethnicity, gender, age, functional or educational background, physical and cognitive capacity, language, way of life, beliefs, cultural background, economic category, length of service with organization, and sexual preference are among the factors that separate these groups (Bhadury et al., 2000)

Due to this, the workforce composition in terms of workforce diversity in firms, which consists of employees from different ethnic groups, demonstrates cultural diversity (Seymen, 2006)

The distinctive characteristics of groups and individuals that result from cultural diversity in organizations affect employees' sense of identity and how they perceive one another. Additionally, cultural effects are largely responsible for differences in management style, organizational attitude patterns, behavioural characteristics, and communication styles (Frey Ridway, 1997)

Sources : https://www.youtube.com/watch?v=lsqivTymrY0

Reference

Hofstede, G. (1980). Culture's consequences: International differences in work-related values. Beverly Hills, CA: Sage

Seymen. O A, The cultural diversity phenomenon in organizations and different approaches for effective cultural diversity management: a literary review", Cross Cultural Management: An International Journal (2006)

Bhadury. H, Mighty, E J, and Damar. H, Maximizing workforce diversity in project teams: A network flow approach The International Journal of Management Science, 28 (2000).

Fre-Ridgway. S, The cultural dimension of international business", Collection Building (1997)