Posted: December 21st, 2014

various IHRM and Multinational organisation issues identified in • Assessment 2 – (Learning outcomes L02 and L05).

case study; Purpose: To analyse the various IHRM and Multinational organisation issues identified in
• Assessment 2 – (Learning outcomes L02 and L05).

Purpose:

Order Description

Assessment 2 (Learning outcomes L01, L02, L03 and L05)
Purpose: To analyse the various IHRM and Multinational organisation issues identified in
• Assessment 2 – (Learning outcomes L02 and L05)
Purpose: To analyse the various IHRM and Multinational organisation issues identified in Assignment 1 and then apply this research to a sustainable HR practices by

creating a management scenario.

Format: Case study report.

Length: 2,500 words (+/- 10%….your template allows for the additional 10%)

Marks: 50 Marks (50% of total marks) – Refer marking sheet for breakdown

Due Date: Friday 2 January 2015 by 11pm.
Introduction
With a significant volume of research having been presented in the first assessment, you are now being asked to capitalise on this shared knowledge. This is an

important step in the development of your peer review skills and will allow you to understand the varying depths of knowledge and awareness of your peers. You will

start with a one page summary of your key findings from your peer review.
Once developed, you will be asked to play the role of Global Director of HR for a large international T&H firm (for example, Inter-Continental Hotels). You will be

required to report to the executive team on some of the key IHRM issues such as communication, expatriates and corporate culture issues that will arise with the

deployment and engagement of a T&H workforce at two new sites in two countries of your choice.
Step 1 – Peer review of Assignment 1 findings
a) You are to choose a home country (it does not have to be the same as your first assignment but must be a home country from Assignment 1) and two (2) additional

countries (again, must be from the list of countries researched in assignment 1 but which two is your choice)
b) Access at least three (3) group wikis and read the minutes of each group paying particular attention to the three (3) countries chosen in part a)
c) Summarise key findings and highlight points of relevance, contention and/or debate (for example, you might identify different findings between all three sets of

minutes).
Step 2 – Considering the expansion of an International T&H firm (based in your home country) into your ‘two additional countries’, create a table of the key cultural

and HRM issues that you believe would impact decisions with a brief explanation as to why they are important. This table will become an appendix within your report.
Country Cultural and Corporate Culture factors IHRM factors (such as labour factors, diversity, expats, unions etc) Strategic relevance and possible management

recommendations
Country (Home)
Country (Expansion 1)
Country (Expansion 2)
Step 3 – As the Global Director of HR, take the key findings from Steps 1 & 2 and develop a report to be presented to the CEO (see report template). Steps 1 and 2 will

be included in this report for practicality reasons and once these have been done, you will need to provide an organisation overview and position description.

Initially you will need to identify the international T&H organisation (fictitious or existing) and describe the location of head office along with the two additional

countries organisations. For example, if you were to choose an International Hotel chain, you would need to describe Head Office and where it is located. You would

then describe the two hotels and their locations in the ‘host’ country. Once complete, provide an overview of your role as the Global Director of HR. You are

encouraged to look beyond the fundamentals of ‘hiring and firing’ towards some of the strategic capabilities and functions you would expect from this role.
Step 4 – Continuing on with your report, you will seek to deliver the most ‘strategically relevant’ findings regarding the T&H workforce relevant to the expansion and

formulate several management recommendations (these recommendations may be further detailed in Step 6). For example, you may have established that expansion country 1

has a strong Union movement that dictates many of the employment contracts or that the home country corporate values may be significantly different. You would then

seek to explain the relevance of this in terms of hiring locals versus expatriates and then consider key strategies to ensure the transition into the new country is

seamless and trouble free.
Step 5 – In additional to the above, your CEO has discussed the importance of sustainability across all branches and departments of the organisation. They have

requested your direction on sustainable HR practices, wanting to understand the importance of these to the organisation into the future. From the list posited by Baum

(2006) below (refer Topic 1 of the study guide also), identify ONE and illustrate its importance and relevance in terms of your organisation
Recruitment and staff turnover; promotion and career development; rewards and benefits; education; training and development; management culture; and labour-market

planning.
Step 6 – And finally, you need to pull it all together and summarise your key findings and draft a set of proposed IHRM strategies and recommendations.

Assessment 2 – Template
Note: All students must use this template including the main headings however sub-headings and tables are at the students discretion. Furthermore, you are encouraged

to include diagrams and images (include your source) that will improve the overall presentation.

DELETE this page before submitting
Executive summary
An executive summary is just that, a summary (and is not included in your total word count for this assessment). It contains a statement of report purpose and an

overview of the actual and specific findings. For this assessment, it should be no less than one page and no more than two pages. The summary can only be written after

you have completed your report. Write in ‘past’ tense (e.g. The purpose of this report was to …) and do not use ‘first-person’ such as ‘I’ or ‘my’. If an executive

summary is well written the reader should be able to understand the main points, findings, and conclusions of the actual report without having to read the full report.

Table of contents
You are encouraged to use the table of contents tool in Word however you may wish to develop your own version. Your table of contents should have its own page and

reflect all headings and sub headings with corresponding page numbers. Page numbers (ie1., 2., 3 etc) should start from the introduction. The executive summary and

table of contents are often numbered using roman numerals (egi. ii.) and are labelled within the table of contents itself.

Introduction
This is a brief statement of the purpose of the report, what its objectives are, and an overview of how the report is structured. In addition, you are to disclose your

home (parent) country and the two additional (host) countries that will be addressed throughout your assignment. It is suggested that you keep this section to about a

paragraph.

Peer review of Assessment 1 (500 words – 8 Marks)
As discussed in step 1, your discussion here should summarise key findings and highlight points of relevance specific to your home country and two additional

countries.The language here should be of a critical nature, exploring the information presented by your peers. Although you will use this section to introduce some of

the areas of focus in the responses and recommendations offered below, you should focus on the nature of the information provided, its integrity and consistency (or

lack of).

Cultural and IHRM factors of your home and expansion countries (250 words –5 marks)
This section should include the narrative regarding your table prepared for step 2. Your goal here will be to present the key information in a neat, concise format

that a busy CEO would be looking for. The marker will be able to refer to your table as required however a well written summary should alleviate this need. The table

is included in the 5 marks but not in the word count (the more detail in your table, the greater the reference tool you have for the balance of your assessment.
Organisation overview and position description (250 words – 5 Marks)
You need to clearly identify the type of organisation you have chosen and define some of the key responsibilities you have as Global Director of HR. With regards to

your organisation, it could be fictitious or existing. If you were to choose an International Hotel chain, you would need to describe Head Office and where it is

located. You would then describe the two hotels and their locations in the ‘host’ country. With regards to the responsibilitiesand strategic capabilities of the Global

Director of HR, you may wish to support your discussion with a position description (limit the PD to one page and include in your appendices or as an image embedded

within your report).

The tourism and hospitality workforce (500 words – 8 Marks)
Here you are seeking to clearly articulate the type of T&H workforce that is present in the two additional ‘host’ countries and how they differ from your ‘home’

country of origin. What are the current labour factors including seasonality, cultural boundaries, available workforce, union and/or government guidelines and pay

conditions (this list is not exhaustive and you are encouraged to explore factors relevant to your organisation and the host countries).A discussion will also need to

be had as to whether you should look only at internal candidates who are parent country nationals (PCNs) or recruit host country nationals (HCNs).Make sure you address

the advantages and disadvantages of both.

Senior management expatriate strategies (250 words – 5 Marks)
Irrespective of the discussion regarding PCNs and HCNs you will need to discuss and analyse the relevance of expatriates in terms of international assignments and the

advantages and disadvantages for your chosen organisation. It is important to note that just because an ‘expat’ strategy is appropriate for one host country does not

mean that it would suit the other.
The management team has asked you to conduct Internet-based research to find out what expatriate support services are available in your additional two countries. You

should create a list of the services that are available and provide details of at least one organization which could provide the services. These services should then

be listed (in a table) in order of priority for the expatriates with justification for the reasons for prioritizing the services (note that the table will not be part

of the word count and should be included in your appendices or as an image embedded within your report).

Sustainable HR practices (500 words –8 marks)
Baum (2006) sustainable HR practices were based around six themes: recruitment and staff turnover; promotion and career development; rewards and benefits; education;

training and development; management culture; and labour-market planning. Select ONE of the six themes and illustrate how your company’s global HR policies and

practices will be sustainable.
–identify which ONE of the six themes that you have selected
–identify why you selected this theme
–outline why these policies or practices are important to this company
–what are the implications of these HR policies and practices on global Strategic Human Resource Management (SHRM) practice?
–what are the implications for this company’s continued success?
–cite academic secondary sources that provide a theoretical framework for these policies or practices
Recommendations (500 words – 8 Marks)
Here you will summarise many of your key findings and draft a set of proposed HRM strategies. Essentially you will be confirming your research and discussion from

above in a concise set of strategies and recommendations. You may refer to the table (see step 2) in your discussion and use this section as a supporting narrative or

you may wish to develop a set of key bullet points. This section may also be useful in terms of information that you were unable to include in earlier sections.
Conclusion
Within this section restate the purpose of the report, and then provide an overview of main points covered in your analysis. Ensure that you do not include any new

information, only that which has been discussed within the main body of the report.

Reference list
All works cited in the body of your assessment must be included in your reference list. Citations must conform to the Summers and Smith (2006) referencing style guide,

a copy of which will be available on MySCU or http://libguides.scu.edu.au/harvard
Appendices
Here you will submit your table as per step 2 – see below. As to whether you include any further material (or the items listed in Steps 3 and 5) is optional but

generally you would include relevant material which would have otherwise disrupted the logical flow of your report e.g. business data reports. Material included in

this section will not count towards the overall word count for this assessment.

Country Cultural and Corporate Culture factors IHRM factors (such as labour factors, diversity, expats, unions etc) Strategic relevance and possible management

recommendations
Country (Home)
Country (Expansion 1)
Country (Expansion 2)

Assignment 1 and then apply this research to a sustainable HR practices by creating a
management scenario.
Format: Case Study Report
Length: 2,500 words
Marks: 50 marks (50% of total marks)
Due date: Friday 2 January 2015 by 11pm
8 | BUS00914 Managing Employee Relations in a Global Context (Session 3, 2014)
Introduction
With a significant volume of research having been presented in the first assessment, you are
now being asked to capitalise on this shared knowledge. This is an important step in the
development of your peer review skills and will allow you to understand the varying depths of
knowledge and awareness of your peers. You will start with a one page summary of your key
findings from your peer review.
Once developed, you will be asked to play the role of Director of HR for a large international
T&H firm (for example, Inter-Continental Hotels). You will be required to report to the
executive team on some of the key HRM issues such as communication, expatriates and
corporate culture issues that will arise with the deployment and engagement of a T&H
workforce at two new sites in two countries of your choice.

I am attaching files from which choose china as my home country and Australia and japan other countries. read the format I m attaching in one file here pls.

Created By Zoe Wright on Friday, 21 November 2014 1:48:29 PM EST

Country/Researched country Power Distance Individualism Masculinity Uncertainty avoidance Long-term orientation Pragmatism Indulgence
China/Mexico Key finding Both countries are hierarchical societies. Both have a sense of collectivism in the workforce. Both are a masculine society which means they

are success orientated. China had a low score on uncertainty avoidance, they are comfortable with ambiguity. Mexico had a high score, which means they are less likely

to tolerate flexibility. China has a long-term orientation, which means they are more focus on the future. Mexico has a short-term orientation, which means they focus

on the right now. China receive a high score which means they adapt to changed conditions. Mexico receive a low score, which means they have a great respect for

traditions. China received a low score, which means their actions are more restrained by social norms. Mexico had a high score, which means they are more focus on

their impulses.
HRM Implications The boss is normally autocrat and in the workforce everyone has their place. Mangers are more likely to employ a person who is already known by the

workplace. It is expected that mangers will be decisive and assertive. China tends to more entrepreneurial and Mexico they believe that precision and punctuality are

important. China looks at how the workforce will impact on the business in the future, were as in Mexico just focuses on the now doesn’t worrying about the

implications in the future. China has a focus on moulding the future generations which means that HRM look at employing people who will stay with the company for a

long time. Mexico is more focus on making quick money. In China managers will tend to be more a pessimist, where as in Mexico managers will be more likely act on their

impulses and don’t care about the consequences.
China/Australia Key findings China has high power distance while Australia’s is low. The relationship between managers and employees in China seems to be not equal to

create motivation in the working place. In Australia, employees are free to propose new ideas and discuss with the managers. China is a collectivism country with the

people having close relationship in their own groups while Australian people live in an individualism society. Each person will pay more attention on their own career.

Both of China and Australia are masculinity countries. People of these countries are accessible to spend personal time on working, sacrifice leisure and free time to

get the job done. Chinese people have low uncertainty avoidance. Australian people do not pay much attention on this matter. People in China often have a long-term

plan while Australian people have plan for short-term and they want to finish their missions in a short time. China has a pragmatism culture. Chinese people invest

more time for future. In contrast, being a normative culture, Australian people want to manage duties in a short period. In a restrained country like China, people do

not allow themselves to do whatever they want. On the other hand, Australia is an indulgent society. People of this culture seem to be happy when enjoying their life.
HRM Implications Creating collective activities to make everyone in the organisation feel comfortable and have good relationship between managers and employees.

Promotions should be rewarded for people who have excellent performance. Chinese can work better in group. The manager in the organisation should provide good working

condition and encourage the staff. The regulations in the organisation should be clear. For each mission and each employee, the job should have a suitable due date to

make the staff feel happy and comfortable. Jobs which require long time to finish can be assigned for Chinese while Australian can do short term missions. For Chinese,

rewards can be bonus to make them satisfied while for Australian the organisation can give them holiday, special presents.
China and Brazil Key finding These countries have similar understanding with hierarchy approach in terms of authority division. The both countries are more focus on

group work environment and happy to work with their close once. China is more masculine society with the figure and prioritise success and development. Brazil is

usually attached with the society life and caring for others. China deals with the uncertainty avoidance whereas Brazil is not much worried about the dimension.

Chinese are goal oriented and target for long tern plan for their business concerns on the other hand, Brazil is happy carry out the recent activities instead planning

for the future. China looks forward to expand their market to sell their product globally in all ways. Whereas Brazil is worried for short-term implications of the

next level. Chinese believes in work and performance. But, Brazil is more flexible in this dimension where they loved to spent most lot of time on holidays.
HRM Implications Managers are most important than subordinates. Team work is appreciated in both of the countries. Chinese staff are career oriented and self-driven

where Brazilian staff values are associated with social norms. In China, they favours flexibility with their staff and In Brazil, they have to follow the mangers

instruction in every possible way. Chinese people are more focused on the future and surpass the strategic module to their staff for success. Brazilian are short-term

orientated the current social hierarchy and fulfilling their social obligations. Right Talent in right organisation is the collaboration of China’s hospitality

business in terms Human Resource Management. However Managers or staffs are generally selected to form a work flow in an organisation. Most of the Chinese are

dedicated to jobs and staffs are keen for organisational goal. In contrast with China, Brazil work environment is more likely to be seasonality business because they

visit most places to encounter satisfaction.
China/Thai Key findings Both at high scores on power distance, be willing to obey the upper Both are the collective society, preferring to the group work Chinese have

a high score in masculinity, but Thai are poor in it Chinese have a low level on uncertainty avoidance, who are fond of uncertainty challenge, but the Thai prefer to

the designed or planned life Chinese make a higher level on perseverance for succuss, however, Thai has no patient on long-term persistence China has a very pragmatic

culture, and they have a good habit of saving money and investing. However, Thailand takes a low score on pragmatism. Chinese are used to restricting their behaviours

as traditional culture, which in a lower score than Thai, and it is not obvious in Thailand.
HRM Implications Be easy for managers to manage staffs or deal with any problems of authority or ranks in company The minority should be subordinate to the majority,

and group profits are more important than individual’s The final success, high reputation are the main drive in Chinese, while as Thai, pleasure process is more

important than the final result The risk and challenging work could inspire their passion on work, while the Thai are afraid of uncertain work environment Chinese are

not anxious to getting a successful result at once, who are willing to persist it all the time, but the result should come out after every effort in Thai Chinese pay

more attention on future life, so that the ideal, achievable work goal is the most important factor in HRM, but as Thai, they prefer to enjoy the process of work The

freedom of behaviours is not attractive on Chinese, who are ready to comply with restrained principles or rules, however, the Thai prefer to unrestricted work

environment
China/Japan Key findings Manager levels in China had more authority to give orders than Japan does, even Japan is also a high power distance country. Both of the

countries are collectivism. They regard the group opinion and benefit as the first place. Japan is a typically masculinity country, the score is 95. The success and

achievement are the most important. Chian got 60, is also highly masculinity. Japan is a highly uncertainty avoidance country not like China. The orders and rules are

such an important things that Japanese needs to be follow. In long-term orientation, the politics and economy between China and Japan is not warming up soon. But

individually they are all increasing. Both of the countries got a score over 80. It shows that they all treat the fact and purpose as a core idea of the motivation.

Effect by the power distance, China had a low score of indulgence than Japan. Japan is not a highly indulgence country.
HRM Implications Tend to hire a manger with ability instead of a team. Leadership is more important than team work. The one that had ability and willing to corporate

with the others and always put the group at the first place. Achievement, success, competition those who treat this kind of thongs as life purpose. People who can

follow the orders and rules. Does not regard the adventures as an opportunity to develop a new way. It is a complicate problems that had relate to the history, so it

take times. Best way might be stay away from each other. It is suitable for whom is realistic and active in both countries. Can afford highly concentrate work with a

long time working.

Analysis Table
Created By Zoe Wright on Friday, 21 November 2014 1:48:29 PM EST

Country/Researched country Power Distance Individualism Masculinity Uncertainty avoidance Long-term orientation Pragmatism Indulgence
China/Mexico Key findings Both countries are hierarchical societies. Both have a sense of collectivism in the workforce. Both are a masculine society which means they

are success orientated. China had a low score on uncertainty avoidance, they are comfortable with ambiguity. Mexico had a high score, which means they are less likely

to tolerate flexibility. China has a long-term orientation, which means they are more focus on the future. Mexico has a short-term orientation, which means they focus

on the right now. China receive a high score which means they adapt to changed conditions. Mexico receive a low score, which means they have a great respect for

traditions. China received a low score, which means their actions are more restrained by social norms. Mexico had a high score, which means they are more focus on

their impulses.
HRM Implications The boss is normally autocrat and in the workforce everyone has their place. Mangers are more likely to employ a person who is already known by the

workplace. It is expected that mangers will be decisive and assertive. China tends to more entrepreneurial and Mexico they believe that precision and punctuality are

important. China looks at how the workforce will impact on the business in the future, were as in Mexico just focuses on the now doesn’t worrying about the

implications in the future. China has a focus on moulding the future generations which means that HRM look at employing people who will stay with the company for a

long time. Mexico is more focus on making quick money. In China managers will tend to be more a pessimist, where as in Mexico managers will be more likely act on their

impulses and don’t care about the consequences.
China/Australia Key findings China has high power distance while Australia’s is low. The relationship between managers and employees in China seems to be not equal to

create motivation in the working place. In Australia, employees are free to propose new ideas and discuss with the managers. China is a collectivism country with the

people having close relationship in their own groups while Australian people live in an individualism society. Each person will pay more attention on their own career.

Both of China and Australia are masculinity countries. People of these countries are accessible to spend personal time on working, sacrifice leisure and free time to

get the job done. Chinese people have low uncertainty avoidance. Australian people do not pay much attention on this matter. People in China often have a long-term

plan while Australian people have plan for short-term and they want to finish their missions in a short time. China has a pragmatism culture. Chinese people invest

more time for future. In contrast, being a normative culture, Australian people want to manage duties in a short period. In a restrained country like China, people do

not allow themselves to do whatever they want. On the other hand, Australia is an indulgent society. People of this culture seem to be happy when enjoying their life.
HRM Implications Creating collective activities to make everyone in the organisation feel comfortable and have good relationship between managers and employees.

Promotions should be rewarded for people who have excellent performance. Chinese can work better in group. The manager in the organisation should provide good working

condition and encourage the staff. The regulations in the organisation should be clear. For each mission and each employee, the job should have a suitable due date to

make the staff feel happy and comfortable. Jobs which require long time to finish can be assigned for Chinese while Australian can do short term missions. For Chinese,

rewards can be bonus to make them satisfied while for Australian the organisation can give them holiday, special presents.
China and Brazil Key findings These countries have similar understanding with hierarchy approach in terms of authority division. The both countries are more focus on

group work environment and happy to work with their close once. China is more masculine society with the figure and prioritise success and development. Brazil is

usually attached with the society life and caring for others. China deals with the uncertainty avoidance whereas Brazil is not much worried about the dimension.

Chinese are goal oriented and target for long tern plan for their business concerns on the other hand, Brazil is happy carry out the recent activities instead planning

for the future. China looks forward to expand their market to sell their product globally in all ways. Whereas Brazil is worried for short-term implications of the

next level. Chinese believes in work and performance. But, Brazil is more flexible in this dimension where they loved to spent most lot of time on holidays.
HRM Implications Managers are most important than subordinates. Team work is appreciated in both of the countries. Chinese staff are career oriented and self-driven

where Brazilian staff values are associated with social norms. In China, they favours flexibility with their staff and In Brazil, they have to follow the mangers

instruction in every possible way. Chinese people are more focused on the future and surpass the strategic module to their staff for success. Brazilian are short-term

orientated the current social hierarchy and fulfilling their social obligations. Right Talent in right organisation is the collaboration of China’s hospitality

business in terms Human Resource Management. However Managers or staffs are generally selected to form a work flow in an organisation. Most of the Chinese are

dedicated to jobs and staffs are keen for organisational goal. In contrast with China, Brazil work environment is more likely to be seasonality business because they

visit most places to encounter satisfaction.
China/Thai Key findings Both at high scores on power distance, be willing to obey the upper Both are the collective society, preferring to the group work Chinese have

a high score in masculinity, but Thai are poor in it Chinese have a low level on uncertainty avoidance, who are fond of uncertainty challenge, but the Thai prefer to

the designed or planned life Chinese make a higher level on perseverance for succuss, however, Thai has no patient on long-term persistence China has a very pragmatic

culture, and they have a good habit of saving money and investing. However, Thailand takes a low score on pragmatism. Chinese are used to restricting their behaviours

as traditional culture, which in a lower score than Thai, and it is not obvious in Thailand.
HRM Implications Be easy for managers to manage staffs or deal with any problems of authority or ranks in company The minority should be subordinate to the majority,

and group profits are more important than individual’s The final success, high reputation are the main drive in Chinese, while as Thai, pleasure process is more

important than the final result The risk and challenging work could inspire their passion on work, while the Thai are afraid of uncertain work environment Chinese are

not anxious to getting a successful result at once, who are willing to persist it all the time, but the result should come out after every effort in Thai Chinese pay

more attention on future life, so that the ideal, achievable work goal is the most important factor in HRM, but as Thai, they prefer to enjoy the process of work The

freedom of behaviours is not attractive on Chinese, who are ready to comply with restrained principles or rules, however, the Thai prefer to unrestricted work

environment
China/Japan Key findings Manager levels in China had more authority to give orders than Japan does, even Japan is also a high power distance country. Both of the

countries are collectivism. They regard the group opinion and benefit as the first place. Japan is a typically masculinity country, the score is 95. The success and

achievement are the most important. Chian got 60, is also highly masculinity. Japan is a highly uncertainty avoidance country not like China. The orders and rules are

such an important things that Japanese needs to be follow. In long-term orientation, the politics and economy between China and Japan is not warming up soon. But

individually they are all increasing. Both of the countries got a score over 80. It shows that they all treat the fact and purpose as a core idea of the motivation.

Effect by the power distance, China had a low score of indulgence than Japan. Japan is not a highly indulgence country.
HRM Implications Tend to hire a manger with ability instead of a team. Leadership is more important than team work. The one that had ability and willing to corporate

with the others and always put the group at the first place. Achievement, success, competition those who treat this kind of thongs as life purpose. People who can

follow the orders and rules. Does not regard the adventures as an opportunity to develop a new way. It is a complicate problems that had relate to the history, so it

take times. Best way might be stay away from each other. It is suitable for whom is realistic and active in both countries. Can afford highly concentrate work with a

long time working.

Created By Jay-Ar BATULAN on Friday, 21 November 2014 4:20:39 PM EST

Country/Researched country Power Distance Individualism Masculinity Uncertainty avoidance Long-term orientation Pragmatism Indulgence
Nepal and Brazil Key findings Both are hierarchical society meaning people accept a hierarchical order in which everybody has a place and which needs no further

justification. Both are collectivist country and they have a long term commitment in a group. Nepal is considered a feminist country that they value equality,

solidarity and quality of their work lives while Brazil is intermediate in this dimension. Nepal has a low UAI score meaning they try to practice traditional norms

from the past while Brazil scores high in this dimension which is 79 they show a strong need for rules and elaborate legal system. Both countries have a low long term

orientation and they are prescribe of the values of long term commitment and respect for tradition. Nepal not being score in this dimension and Brazil being

intermediate both countries exhibits great respect for social convention and tradition and maintain their link with the past and they create solution that would

preserve their culture in the new world. Though Nepal is not being scored in this dimension both countries possess a positive attitude and they place a high degree of

importance on leisure time.
HRM Implications One takes complete responsibility and subordinates are given orders to be followed. Building a trustworthy and long lasting relationship in business

is very essential. There is equality between sexes and they value the quality of life. Nepal – a more relaxed attitude in which practice counts more than principles.
Brazil – maintain codes of beliefs and intolerant of unorthodox behaviour and ideas. Knowing a person cultural time orientation is very important because it plays a

large factor on motivating people. As Nepal does not have any figures in this category you cannot tell if they will be any HR implications.
Brazil’s HR implications depends on the business as it is on the cusp so managers will either focus on long term goals or the just right now.
As Nepal does not have any figures in this dimension you cannot tell if they will be HR implications.
HR implications for Brazil will be that and organization is more focused on social norms than acting on their indulgences.
Nepal and Canada Key findings In Canada there is equality in term of power flow and division of work whereas Nepalese organizations follow hierarchical order and

people expect decision to be made by their ideal boss. People are self-dependent and HRM process is purely merit wise in Canadian organization. But in Nepalese

culture, people like to attach in relationship; both in business and social life. The Nepalese culture is feminine whereas in Canada; organizational culture is

considered as moderately masculine. Nepalese tends to give higher preference in avoiding uncertainty while Canadian culture is considered as uncertainty accepting. If

we compare this dimension between Nepal and Canada, we can find Canada is a bit ahead then Nepal in future planning by reviewing its past. Nepal is not scored in this

dimension. Although Nepalese culture give respect to traditional value but need to progress a lot by reviewing past activities.
Investors and business planner of Canada are normative in thinking. They exhibit great respect to tradition.
People in societies like Canada possess a positive attitude in the degree of importance on leisure time. Nepal, not to being scored in dimension, supress their feeling

towards leisure because of social and economic responsibilities.
HRM Implications The one who takes complete managerial responsibility must be highly experienced to follow international culture. The employee selection process and

reward must be practiced merit-wise in Nepal. In this case manager must possess equal attention to solve this problem. The cultural environment must be free of

restriction in both countries.
Equality and quality of life is important in both countries. It requires good background study before implementing any ideas or belief. Good to study past in-order to

motivate employee. Canadian organization Can implement similar practice what they following now. Canadian HRM Can implements similar practice but Nepalese culture must

change. It also depends upon the social and economic status of a country.
Nepal and Singapore Key findings Both Nepal and Singapore have high score on this dimension (65 and 75).However, Singapore has higher score, it means that Singapore

people is more depending on their boss and expecting what to do. With low scores, both Nepal (30) and Singapore (20) are collectivistic societies. It’s a results of

high core of Power distance. Hence the members in groups, organizations, family have long-term commitment, in which loyalty has played a paramount role and overridden

other societal rules and regulations for Nepal and Singapore. Both Nepal and Singapore are feminine societies, in which emotional gender roles overlap: both men and

women are supposed to be modest, tender, and concerned with the quality of life Nepal has a high preference for avoiding uncertainty. It means Nepal is a society that

relies on rules, laws and regulations. In contrary, Uncertainty avoidance in the Singapore is relatively low. It maintains a more relaxed attitude in which practice

counts more than principles. Nepal prefers to maintain time-honoured traditions and norms while viewing societal change with suspicion. While
Singapore encourages thrift and efforts in modern education as a way to prepare for the future Nepal is a restrained culture, and Singapore is at middle of indulgence

and restraint. It can be seen that, Singapore people are more satisfied with the life than Nepalese.
HRM Implications Focus on team leaders. Emphasis on relations between people Focus on groups, helping staffs, building good relationship between employees and boss.

Reduce rules and regulations. Nepal should have plans for futures, for example: training program for staffs. Organization should give staffs benefits, more freedom,

leisure to make them satisfy with their job and workplace.
Nepal and Thailand Key findings Autocratic system of governance with strong hierarchal system is observed in both of these nations. Higher level staffs seek more

respect and less sense of equality is found while working with colleagues. Both Nepal and Thailand have collectivistic society where preference is given to staying in

a group maintaining personal relations with all group members. Less competitive society where people work in order to live rather than live in order to work. People of

both of these nations are relationship oriented rather than money minded and give more priority to quality of life as a symbol of success. People of Nepal are more

likely to avoid the future uncertainties and are less worried about the future whereas Thailand seems to be a bit more concerned about the future and get strictly

bound in a set of rules to avoid the risks. Nepal is intermediate in this dimension showing slight preference towards normatism where people Nepal is a restrained

country with less freedom during socialization where they have to live bound with strict social norms and values. Thailand has an intermediate score so it’s difficult

to determine the people’s preferences.

HRM Implications Equality should be maintained among the staffs with no discrimination regarding status and gender. Staffs should be motivated to work in group as it

may achieve brilliant results because of working with discussion. Giving flexibility to staffs may motivate them to work. But at the same time, they should also be

encouraged to be goal oriented. Employee must be concerned about the future uncertainties and should make planning to overcome it. People must be practical while

working and must be ready to adopt the new situations of present and future. People need to be provided with more freedom for socialization.
Nepal And Spain Key findings Both the countries score higher in the Power Distance dimension meaning both have hierarchical society. Sub ordinates and Less powerful

members of organisation accept every decision made by superior. Nepal is a collectivistic society. People emphasize more on community and society. Whereas in

comparison to Nepal, Spain is an individualistic country and people are on their own. In organisational setting, the work is important than maintaining relations. Both

the countries are feminine in this dimension. Quality of life is considered key factor rather than money and power. Money alone cannot be a good motivating factor in

these societies. Nepali in this index has a low score of 40 which indicates uncertainty and ambiguous situations are dealt as they arise and not much of rules and

codes are implemented in advance. However, Spain has a high score of 86 which illustrates that its people are worried for uncertainty furthermore, there are rules for

almost all possible cases. Although, Nepal is not judged by Hofstede in this dimension, the country can be termed as a normative country. Similarly, Spain with a score

of 48 is considered a normative society as well. People in these countries keep the traditional norms and values. People avoid waiting long so prompt action and

decision is done. Spain is a restrained country with a score of 44, Nepal is not judged in this dimension by Hofstede but can be termed as a restrained country. People

are pessimists and they do not pay much attention on their demands.
HRM Implications Higher power distance most of the time has negative outcome so the power distance should be avoided in the organisation for active staff participation

and involvement. The staffs should be taken care for better organisational outcome. Both being feminine societies, the staff should be granted periodical holidays,

preferred shifts, rather than only monetary rewards. The frequent change in organisational rules should be avoided in case of Spain as this worries the staffs. Nepal

is relaxed in terms of future and flexible in terms of rules. Both are normative societies and they practice traditional norms and values. The decision should be made

prompt. People try to control their desires and keep leisure simple and easy.

Country Power Distance Individualism Masculinity Uncertainty avoidance Pragmatism Indulgence
USA/Thailand Key findings More PD in Thailand as compared to USA. Huge gap in Individualism in Thailand compared to USA Low on masculinity as compared to the USA

Thailand scores high on Uncertainty Avoidance as compared to USA Pragmatism scores high in Thailand as compared to USA. Low indulgence in Thailand as compared to USA
HRM Implications Difficulty for job growth as people with more power in the society would occupy managerial positions and would misuse their power. Problem of

favouritism would also persist. No place for individualistic ideas. An employee would have to work as he is said to and has no individual opinion on any decisions made

by senior management. A high power distance with low individualism is not good for employees in an organisation Thailand is a traditional society with traditional

values and cultures. Therefore there is less competition in an organisation as compared to USA. Thailand as a society is very slow in accepting change in their

traditionalistic ways as compared to USA. Change has to be for the greater good of a group and not only for an individual. Therefore strict rules and laws are implied

for disciplinary actions .It would be difficult for an organisation to train people and make them understand about new updates in science and technology. Both American

and Thai culture are normative than pragmatic .Both societies look into their past and do not forget their past. The difference between normative/pragmatic lies in

that the latter is meant to specifically describe the customer or market orientation of the business rather than general internal process that may not impact the

customer. People in Thailand indulge less in leisure activities and socialize less with others as compared to the USA. This would be difficult in an organisation as

people would not know much about their co-workers and would just concentrate in their job.
USA/Mexico Key findings More Power distance in Mexico as compared to USA. Less individualism in Mexico as compared to USA. Masculinity scores a bit higher in Mexico as

compared to USA. Mexico scores high in Uncertainty Avoidance as compared to USA Both societies are low in pragmatism Mexico scores much high in Indulgence as compared

to USA
HRM Implications As mentioned in Thailand difficulty for growth in career as managerial positions would be in hands of powerful people and common employees would not

be able to climb the career ladder Low individualism with a high power distance is not conducive for the functioning of any organisation as power concentration is in

the hands of few. Organisations would be more decisive and assertive. More importance for work and to improve results in job assigned would be crucial. Emphasis would

be placed more on results excuses would not be tolerated. Mexico scores much high in uncertainty avoidance the society is strict and would impose strict rules when it

comes to misbehaviour. Both American and Mexican culture are normative than pragmatic .Both societies look into their past and do not forget their past. The difference

between normative/pragmatic lies in that the latter is meant to specifically describe the customer or market orientation of the business rather than general internal

process that may not impact the customer Mexicans score high on indulgence and spend more time on leisure activities it would be good for the hospitality sector but

bad overall as people might not pay much attention to work and spend more time in indulgence.
USA/Spain Key findings Power distance is a bit high as compared to USA Less individualism in Spain as compared to USA. Low on Masculinity as compared to USA High

uncertainty avoidance in Spain High on Pragmatism as compared to USA Low on indulgence as compared to USA
HRM Implications The employee and manager distance in Spain is nominal there is significant distance but still better as compared to Thailand, Mexico, Singapore.

Individualism and power distance doesn’t have much difference in Spain which is good for a normal running of an organisation Spain is a traditional society with

traditional values and cultures. There is a great concern among people for the needy and the poor Therefore there is less competition in an organisation as compared to

USA as people think of others. Spain is considered the second noisiest country in the world. There are rules and regulations for everything People in Spain love to

live for the moment without thinking much about the future. The local Spanish people look for quick results an live life for the moment. The society in Spain is less

indulgent it is a restrained society and people do not put much emphasis on leisure time and control their need for pleasure.
USA/Canada Key findings Similar in Power distance Low on Individualism as compared to USA Low on masculinity as compared to USA Similar to US as compared to

uncertainty avoidance Scores high in Pragmatism as compared to USA Similar scores in Indulgence
HRM Implications Both countries have a Power sitance score of 39 (Canada) 40 (USA) the organisational structure is similar Individualism and power distance doesn’t

have much difference in Canada which is good for a normal running of an organisation More importance to other social and cultural activities corporate excellence is

required but not at the cost of other issues Similar uncertainty avoidance 48 in Canada and 46 in USA. Canadian culture is not rules-oriented Canada is a normative

society similar to USA. Canadians exhibit great respect for traditions, a relatively small propensity to save for the future, and a focus on achieving quick results.

Both countries score 68 in Indulgence. Both countries spend time in leisure activities
USA/Japan Key findings More Power distance in Japan as compared to USA Less individualism as compared to USA Very high in Masculinity as compared to USA Very high in

Uncertainty avoidance as compared to US Very high in Pragmatism as compared to US Less in Indulgence a compared to USA
HRM Implications More power distance because of which people from lower positions in an organisation would find it difficult to grow and achieve success in career More

power distance and less individualism is a problem as people would find it difficult to express their views in an organisation Extremely high in masculinity. More male

dominated work force and a very traditional sense of corporate management Rules tend to be important and almost every other thing ranging from personal to professional

are dictated by strict rules A more traditionalist society with high importance of cultures and traditions Less importance for leisure activities as it clearly

reflects their workaholic nature.
USA/Singapore Key findings High score in Power distance as compared to USA Low in individualism as compared to USA Low in masculinity as compared To USA Very low in

Uncertainty avoidance High in Pragmatism as compared to USA Low in Indulgence as compared to USA
HRM Implications More power distance because of which people from lower positions in an organisation would find it difficult to grow and achieve success in career More

power distance and less individualism is a problem as people would find it difficult to express their views in an organisation Softer aspects of culture aush as

equality to everyone and also a balanced workforce Extremely rule oriented country. Fines imposed therefore corporates too must abide by the rules A more

traditionalist society with high importance of cultures and traditions Less importance for leisure activities as it clearly reflects their workaholic nature.
USA/Norway Key Findings Less power distance in Norway as compared to USA Less Individualism as compared to USA Extremely low masculinity as compared to USA High

uncertainty avoidance as compared to USA High pragmatism as compared to USA Less indulgence as compared to USA
HRM Findings

Less power distance is good as employees can talk to senior management at ease and share opinions. At a score of 69 individualism is good in Norway as people can

express their feelings and get opinions. Less power distance and high individualism is good for an organisation Most feminie society in the western world. Softer

aspects of culture. The corporates are extremely less competitive. Incentives such as free time and flexibility are favoured. At a score of 50 uncertainty avoidance is

pretty much doesn’t exist though there are rules but society tends to overlook and keep at peace. A more traditionalist society with high importance of cultures and

traditions. A score bit closer to Singapore people love to keep work and leisure at a balance.

5 table of findings
Created By Ying Liu on Friday, 21 November 2014 4:00:41 PM EST
last modified by Ying Liu on Friday, 21 November 2014 5:46:32 PM EST
Country/Researched country Power Distance Individualism Masculinity Uncertainty avoidance Pragmatism Indulgence
Canada Key findings interdependent on each other
40(USA)- 39(Canada) self dependent
91- 80 quality in performance ( to being successful)
62- 52 rules avoidance
46- 48 more practical( try to find out truth)
26- 36 positive attitude towards society
68-68
HRM Implications needs coordination skills development and ability to get promotion achievement or success in performance planning should be there to uncertain future

truth needs to be there to find present and future results Resterilised
Society/ do not focus on leisure time

Japan Key findings strict hierarchical
40(USA)- 54(Japan) Dependent,
Group or Collective society
91-46 Competitive
Society
Workalic
62-95 Highly
Rule
Regulation
followers
46-92 Long term
Oriented
26-88 Restorative
Society/ do not focus on leisure time
68-42
HRM Implications Need decision from every level Works better in group than in individual Female are less paid
Unequality problem Difficult to bring changes due to risk to feasibility studies Ignore short-term profits Do not give feed back or voice opinion
Australia Key findings Hierarchy shared information
40(USA)-36(Australia） Highly individualistic culture
91-90 Proud of their successes and achievement the goal to wine
62-61 Sometimes expected loyalty
Sometimes person- oriented
46-51 Normative culture absolute truth
26-21 Indulgent country realise impulses and have fun enjoying life
HRM Implications Low High High Medium Low High
Singapore Key findings Provided of low expected services
40（USA)- 74(Singapore) Self reliance
Personal independence
Brings high degree of employment
flexibility
91-20 Focus on employees
62-48 Proper rules and regulations
46-8 Provide great respect
Low traditions and cultuses
26-72 Switches their wishes and impulse
68-46
HRM Implications High High High Low Average Average
Spain Key findings Spain has a hierarchical society.
40(USA)-57(Spain ) Spanish people like to live in groups.
91-51 Spain is a feminine society who cares others feelings.
62-42 Spain is a rowdy country which does not like to follow the rules.
46-86 Spain is a Normative society which believes in present.
26-48 Spanish society gives equal rights to all.
68-44
HRM Implications In this society people follow the leader. Teamwork is totally natural in Spanish society. Management discuss their decision with team. People do not

follow the rules. Spanish believe in quick result. Spanish do not like to control.
Table from group
Created By Kurvendra Singh on Friday, 21 November 2014 8:47:54 PM EST
Country Analysis Table:-

Country/Researched country Power Distance Individualism Masculinity Uncertainty avoidance Long-term orientation Pragmatism Indulgence
Spain Key findings Hierarchical society
Individualistic society.
Teamwork Low masculinity rate
Employees involvement in decision making
Gender equality at workplace Relax and risk taking society Situational changes in traditions
Restraint society
Care for social values and beliefs

HRM Implications
Meetings and good relationship is very important for T&H industry to know new trends.
Ideal society for T&H industry and teamwork is key of success for T&H
Employee involvement and gender equality is very important for T&H to use the innovative ideas of employees May or may not be good for T&H because this society don’t

have long term planning.
Demand for quick results Restraint society is not much supportive of T&H industry because people can’t enjoy life due to social restrictions

Canada Key findings Interdependent society
Easy access to superiors
Individualistic culture
Independent society
Responsibility for families and themselves Preference to work
Awareness of duties and responsibilities
Uncertainty acceptance
Believe in innovation
Practical thinking
Respect for tradition
Highly indulgent society
Positive attitude

HRM Implications Communication is key of success in T&H management
Ideal for T&H industry because employees are judged on individual performance Contributes positively to T&H because both gender have equal rights Innovation is very

important because T&H
Industry is people oriented
Good for T& H industry which is gives their best for generating revenue because they are high traditional cultural. Provides input to the industry

Japan Key findings 1. Borderline hierarchical society
2. Education
3. system
4. Most people have educational
5. background Collectivistic society
Paternalistic society
1. Masculine society
2. Assertive and competitive 1. Emergency plan
2. Precautions Pragmatism oriented societies
2. Do your best in your life
1. Culture of restraint
2. Leisure time less
3. Control the gratification
HRM Implications 1. Confirmed by each hierarchical layer
2. Finally by top management. 1. Loyalty to companies
2. Cooperate at workplace 1. Motivated
2. Workholism
3. Hard work
4. Perfection in their material 1. Before taking and decision 1. 2. Priority to steady growth of market share
3. Higher own capital rate
4. Durability of the market 1. The rigorous work attitude
2. Efficiently complete the work
Mexico Key findings 1. Hierarchical society
2. Hierarchical order
3. A high level of educational
4. background 1. Collectivistic society/ Collectivist culture
2. Control their desires and emotions 1. Competitive society
2. Masculine: wanting to be the best
3. Feminine: liking what you do 1. strict standard
2. Can’t tolerate the unorthodox actions and ideas
Culture is normative
2. Normative in their thinking
3. Respect for traditions
1. Importance on leisure time
2. High indulgence
HRM Implications Boss is a benevolent autocrat
Subordinates expect to be told what to do
Responsibility members
Hiring and promotion decisions take account of the employee’s in-group
Do not consider kinship in workplace.
1. Emphasis is on equity
2. Competition and performance 1. Precision and punctuality in work
2. Innovation will be affected by resistance 1. Principle of work
2. To take a pragmatic attitude to work 1. Employee is suitable for the work mode specification
2. Relaxed working environment
Norway Key findings Decentralized Power.
Independent “Self” is more focused Feminine Society No preferences Normative Society.
Respect for Society. Inconclusive Preferences.
HRM Implications Informal attitudes towards managers.
Control is dislike. Higher Job Mobility.
Direct Feedback by managers. Self-
Development N/A Focuses in quick results. N/A
Australia Key findings Hierarchy established for convenience. High Individualistic cultural Masculine Society.
Proud of success and achievement No. Preferences in this area. Normative Society.
Respect for society and cultural. Indulgent Society.
HRM Implications Both Manager and Employee expect to be consulted.
Communication in informal. Self Reliant.
Experience and merit is count in work place. Conflict solved in individual level.
Goal is to win. N/A Tend to focus in Quick results. Spend as they wish.
Positive attitude.

Country/Researched country Power Distance Individualism Masculinity Uncertainty avoidance Long-term orientation Pragmatism Indulgence
Singapore

Key findings Hierarchical
Society Collectivistic
Society Feminine society Singaporean comfortable with ambiguity Bureaucratic
Society High pragmatic society Restrained less express emotion

HRM Implications Goals set by superior Loyal with organization leader Employee high satisfy their job Manager achieve aims by their own strategy Ccommunication
required Sets long-term goals & investment Manager and employee have to abide by their rules
Canada Key findings Equalitarian society Individualistic society Masculine society Intermediate Risk takers Non-pragmatism High Indulgence
HRM Implications Communication regular by make decision Employees are self-motivated Male work in the management Depend the situation Work and training regular

Investment want to quick achieve result Don’t work in leisure time
Australia Key findings Equalitarian society Individualistic society Masculine society Intermediate Balance work and life Normative Society Indulgence
HRM Implications Employer and employee communicate regular Hiring and promoting depend on employee’ ability Employee want to do the best in the workplace Attentive to

customers in T&H industry Australia pursue quality and efficiency in the work place Focus on achieving immediate results Enjoy life and don’t work in holiday
Japan Key findings Slightly hierarchical society In-group depend situation Masculinity High awareness of risk Believed in predicting in the future High pragmatism

Restraint
HRM Implications Hierarchical between manager and staff As collectivistic by west and individual by Asian Employees work hard Do depth research before investment Make

a decision slowly High practice in the work place Prefer work over time
Thailand Key findings Inequality Collectivistic society Feminise society Slightly awareness of risk Lack of punctual Low pragmatic society No indulgence
HRM Implications Hierarchical in the workplace Group work and manage group Flexibility in the workplace Hard to change the existing plan Improve awareness of punctual

Focus on quick results Depend on the situation
Brazil Key findings Hierarchical society Collectivist country Masculinity No risk management Willing to work for longer hours Low pragmatism Indulgence
HRM Implications The top management make all pronouncement Group working but less depend on superiors Always try to excellent in the workplace Lack of innovation Paid

well required Short-term oriented, believe truth Work hard, play hard
Country/Researched country Power Distance Individualism Masculinity Uncertainty avoidance Long-term orientation Pragmatism Indulgence
New Zealand/Australia Key findings Both countries people know their power in work place. Both have a sense of collectivism in the work force. Both have equal respect

on each other’s. Long term strategy in made in New Zealand whereas lots of rules and regulation are there in the work force in Australia Both countries have long term

goal New Zealand people set goals for the future and Australian people believe in tradition and norms New Zealand people spend more money in entertainment than

Australian people’
HRM Implications collective activities to make the staff and the organization better. Rewards to the staff who work hard should not discourage as per gender should

know their power and stratagey management should set proper goals and objectives proper goals should be set shuold focus on shaving rather than spending
New Zealand/Mexcio Key findings New Zealand people cooperate with subordinates wheras mexican people are controlled. New Zealand people are self dependent nut mexican

people depend on others. Mexican ssociety is more moderate masculine than New zealand. New Zealand have low uncertainity avoidance than Mexico mexican society have

long term goals than Kewis both nation have great respect for their culture mexican people enjoy more than New zealand people
HRM Implications
New zealand/ Brazil Key findings New zealand have strong hiererarchy than brazil Brazilian people depend on group whereas New zealand people are on their own.

Brazilian people have independent to work any where New zealand people follow peoper rules and regulation both the country believe in their tradition and culture both

country spend some amount to enjoy life.
HRM Implications
New Zealand/ Japan Key findings Japan have strong hierarchy and they want respect from juniors japan focus on principle of harmony New zealand is a masculinity society

whereas in japan women work in house japan believes in no risk no gain. japan believes in future whereas New zealand believes in their past. japanese people are

focused on work on their free time also whereas New zealand people give much time to leisure
HRM Implications

New zealand/Singapore Key findings power is centralized in singapore Singapore people believe in We rather than I, Newzealand culture is individulstic in nature.

Singapore people care for others which is not seen in new zealand Singapore people blame superiors if anything go wrong New zealand is a normative country

-MALAYSIA-SUMMARY OF FINDINGS
Created By Sonali Gurung on Friday, 21 November 2014 1:46:34 AM EST
Country/Researched country Power Distance Individualism Masculinity Uncertainty avoidance Long-term orientation Pragmatism Indulgence
Malaysia Key findings (100)High, asymmetrical interaction, unequal power distribution (26)Collectivism, we identity, member group, focus on different fields (50)Mixed

cultures (36)Uncertainty is valued, belief in absolutes about good evil, invest in mutual fund (36)low, focused on the present or the past (41)Normative culture,

believe in good and evil, value time honoured traditions and norms (57)High, optimistic
HRM Implications Hierarchical rights, Autocratic management, formality, expect direction from the top management, much greater emotional behaviours and displays that

maintain status differences, protocol system is followed Conflict management, teamwork, employer /employee relationships are perceived in moral terms. Equal chances

for both male and female Few rules with little structure, Long term strategy Emphasis on quick results, personal steadfastness and stability important.

Management style focuses on small isolated activities that can get easy results in short term Productive e viewpoint, society allows free fulfilment of enjoying life

and fun, devote lots of money on leisure time.
Norway Key findings (31)Low ,equal power distribution, symmetrical interaction (69)Individual identity (8)Both men and women are concerned (50)Realistic culture (20)

low, focused on present or past (35)Low, normative thinking (55) intermediate
HRM Implications informality, individual credibility, expect consultation, Resolution strategy, target individual neutral approach appealing to both gender promoting

sexual equality. Deal on practical rather than theoretical concerns., unbiased approach Care more about immediate gratification than long term fulfilment. Fitting

promotions into traditional structures emphasizing short term benefits. Neutral approach on how you serve the community.
Singapore Key findings (74)High, inequality (20)Group loyalty (48) more on the feminine side (8)Low, follow rules, develop own strategy (48)more on short term (72)

Strong culture quality (46)Lack of freedom
HRM Implications Hierarchical order Females are also given a chance Accept risk, less de[pendent in rules Emphasis on quick results Support long term investment, slow

results Control desires, tied by rules and regulation
Thailand Key findings (64)Inequality (20)collectivism (34)feminity (64)High, don’t accept change (56)focused on the future (32)Normative in thinking, great respect for

traditions (45)intermediate
HRM Implications Authoritative leadership Member group, fosters strong relationship Society with Less competitiveness Strict rules, laws, policies are adopted,

Concerned for minutest details Value persistence, preservance and being able to adapt. Focus on quick result Neutral approach
Spain Key findings (57) hierarchical society (51) individualist (42) equality for both male and female (86) Great concern for changing, ambiguous and undefined

situations. (86)high, focused on the future (48)Low, normative (44) restrained, control desires,
HRM Implications Autocrat, existence of class, superiors are result oriented. No need for strong motivation, have self-esteem, personal preferences Same opportunity in

the workforce Short term result oriented, planning is not practiced Delay short term material, relationship and market position important Live in the moment, quick

results, clear str, well defined rules restrained by social al norms, Values on their most important needs, limited idea
Japan Key findings (54)Equality (46)collectivism (95),Male dominant (92),High, uncertainty avoiding country (80)high, focused on future (88)High, modernization (42)

Restraint
HRM Implications Active involvement of manpower, people are more flexible Harmony of group, loyal in group Male are superior and have more power than that of women New

concepts and plans are more difficult to implement Emphasis on persistence, relationship ordered by status Flexible, reliable and easily adjust with the global

environment. Actions restrained by social norms.

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