Culture as an interesting topic, has been gained more attention form management researchers over the recent past. How popular culture is, depends on the view that it has been established as the most important aspect in defining the organization behavior, whose the most important asset are employees. It has been illustrated in a number of literatures that a person’s values, behaviors, norms as well as attitudes are defined by social values and these values vary across different cultural settings. It has been mainly assumed that, employees’ individual characters are influenced by the society in which they live, at the end; this affects their work performance in their organizations. Scholars believe that being able to identify the nature of a different would assist managers in understanding the characters of people, whom they are relating with. The major motivating aspect that has increased managers’ interest in studying culture is the notion that employees’ in studying culture is the notion that employees’ performance is related with societal culture where they were brought up. With regards to this view, this paper aims at looking on how Hofstede’s theory of cultural differences can be used to develop more effective HR policies for both host and parent organizations.
Need for effective HR policies for both host and parent organizations
Culture is a problematic issue for many international marketers because it is inherently nebulous and normally difficult to understand. It is possible that employees of a parent organization can violate the cultural norms of the host without knowing hence the people in the host country will becomes uncomfortable with the behavior of the employees form the parent organization. Many managers agree that cultural differences are the main source for difficulties in integrating acquisitions by organizations. In deed, in a study carried out by Schneider and Barsoux (1997) 35% of top managers ranked the cultural difference as...