Cultural Diversity of Multi-National ICT Organizations

Running head: INTERNATIONAL HUMAN RESOURCE MANAGEMENT
International Human Resource Management
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INTERNATIONAL HUMAN RESOURCE MANAGEMENT1
Introduction
International businesses are consist of more diverse and multi-levelled in terms of
culture. Workforce of these global business come from different countries and cities and carry
their wide diversity of culture along with them. This gives rise to the responsibility of HR
manager who can manages these wide diversity and mold it towards the success of the
origination. The difficulties of an HR manager rises with the increase in the diversity in the
organizational culture. To deal with the increasing competition of the market, it becomes
necessary for an HR manager to learn the different dimensions of these cross cultural diversity so
that he can deal with it (Sadiah Zafar, Hashm & Naz, 2017).
Discussion
Today’s international business is facing huge mobility of human resource from national
and international boundaries. The international organizations are facing the challenge of
managing the human resource which are culturally different and diversified. The diversification
can be seen on the basis of caste, culture, demography such as gender and age, national and
international factors, language, educational qualification etc. organizations of one country
follows its own style of managing the task force concerning the culture, and working
environment of the company. The increase in the cultural diversity in the human behavioural
aspect increases the need for improving the cross cultural management capabilities of the human
resource management team. The development of cross cultural management capabilities
(Favaretto et al., 2016).
Hofstede cultural dimensions are used to guide the large and global human resource
management. A human resource manager of an a global or international company works with

INTERNATIONAL HUMAN RESOURCE MANAGEMENT2
people of different countries. The presence of cultural differences can be a hurdle for the
organizational success as they create barriers to interactions and behavioural aspect of the
employees. The presence of these cross-cultural barriers can demotivate employees and creates
distance among them. A human resource managers have to understand first the differences
among the varieties of culture. Hofstede helps in understanding these differences (Waters &
Christensen, 2017). Four of the Hofstede dimensions are that I find significant to human
resources management are discussed below:
Power distance index ( high versus low) – The dimension of the power distance index
explains about the presence of inequality within an organizational culture. It helps in developing
a PDI score to determine the degree of acceptance among different organization. The
organization culture which has high PDI score shows that the people understands their position
within an organization and understand what they can contribute with that level of authority. The
difference in the hierarchical positions and distribution of power is not affected by the
employee’s personal values and beliefs. It helps to promote the existence of a centralized system
among different level of workers in doing their respective task. On the other hand, the low PDI
all superiors and subordinates are equal (Block & Walter, 2017).
Individualism versus collectivism – This concept is important as it helped a manager to
understand the interpersonal and moral connection among employees. The strong and healthy
relations among employees provides unity in the organization. Any kind of threat can be
converted to opportunities if all the employees are working together towards achieving a primary
target of the organization. This is known as collectivism. On the other hand, individualism
promotes self-development and not taking responsibility for others action. Both aspects is
important in its place. In large organization like international organization, the group efforts can