This report delves into the intricacies of adapting international human resource management (IHRM) strategies to the cultural nuances of Brazil, focusing on the International Red Cross (IRC) as a case study. It utilizes Hofstede's cultural dimensions to analyze Brazil's national and business culture, examining aspects like power distance, individualism, masculinity, uncertainty avoidance, long-term orientation, and indulgence. The report identifies appropriate reward systems for motivating Brazilian employees, considering the cultural context and potential advantages and disadvantages. Furthermore, it evaluates alternative solutions using Perlmutter's EPRG framework, offering recommendations to the IRC general manager for effective employee motivation and cultural adaptation within the Brazilian context. This analysis aims to provide insights for successful IHRM implementation in Brazil, balancing organizational goals with cultural sensitivity.