International HRM Questionnaire: Cross-Cultural Management Analysis

This assignment presents a questionnaire analysis focused on international human resource management (HRM), specifically examining the perspectives of employees from different cultural backgrounds. The questionnaire explores various aspects, including how employees from different countries (British and Pakistani) are evaluated, communication challenges, wage-related concerns, cultural adjustments, and differences in HR implications. The analysis delves into issues such as communication gaps, trust, wage disparities, cultural adjustments, and the impact of these factors on employee engagement and productivity. The study compares and contrasts the experiences and perceptions of British and Pakistani employees, highlighting differences in work ethics, communication styles, and cultural adaptability. The findings provide insights into the challenges and opportunities in managing a diverse workforce and offer valuable information for improving cross-cultural communication and HRM practices in international settings. The questionnaire also looks into the impact of the cultural differences on group and individual behavior and their effect on the overall work environment. The analysis of the questionnaire provides recommendations for better HRM and management practices to foster a more inclusive and productive environment.

Running head: QUESTIONNAIRE
QUESTIONNAIRE
Name of the Student
Name of the University
Author note

1QUESTIONNAIRE
On the basis of ethics and performance
Manager 1 Manager 2
Answer 1
The British are evaluated on
the basis of the quality work
they do whereas Pakistani’s
are very hard working and
are evaluated by the quantity
of work.
British are judged on the
basis of productivity as they
have more knowledge over a
matter and Pakistani’s are
evaluated on the basis of
competence.
Answer 2
The main reason will be
communication gap for them
to leave as majority of the
country speaks Urdu and not
English.
Trust issues are very
common and this may be a
reason for them to leave the
country.
Answer 3
The wages paid to the
employees is comparatively
very less than the workers of
different countries. This may
be a reason for them to
leave.
Anger factor is very high
and very common when it
comes to Pakistani’s as they
are provided with low grade
of employment.
Answer 4
Distance is the major issue
for the British and it is very
costly to travel from the
European countries to Saudi
Arabia.
The family may face
problems if the wages are
not sent on the right time
and there have been issues
of payment on time.
Answer 5
The wages are less and due
to this the family faces
problems as they also have
to fulfill their survival
needs.
There are restrictions on
communicating with the
families and this creates a
gap in communication
between the employer and
the family.
Answer 6
British over Pakistani as
they are more committed to
the work they do and never
miss a deadline.
Pakistani over British as
there is no communication
gap and matter can be easily
persuaded to them rather
than any British.
Answer 7
Yes, because British have
fine motor gross skills and
are competent too whereas
Pakistani lack these.
Yes, the exposure that the
British have for the work is
more than the Pakistani.
Hence, looking at same
things with a different
perception is observed.
Answer 8
British are more intelligent
in doing cyber works and
Pakistanis are good at the
mechanical knowledge they
have.
A much broader vision s
observed in the British
employees and Pakistanis
are very good at furnishing
the given labor.

2QUESTIONNAIRE
Answer 9
The engagement with the
work of British is more as
compared to the Pakistanis
who are less devoted
comparatively.
The British do not
procrastinate the task given
to them whereas the
Pakistanis are lethargic in
their work.
Answer 10
No, because of the type of
work they do is completely
different from the work
given to the Pakistanis.
No, because the productivity
of the British is more as
compared to the Pakistanis.
Adjustment in culture
Answer 1 British are more open-
minded than that of the
Saudi Arabians so the
perception of looking at
same things are different.
There is a huge problem of
linguistic difference when
both are compared.
Answer 2 It is observed that when
Saudi Arabia comes they are
little more towards openness
than that of the Pakistanis.
There are no such cultural
differences observed yet.
Answer 3 Group behavior is easy to
predict as they gel up with
people more easily than
others.
Group behavior is easy
predictable as the British are
more friendly and
welcoming in nature.
Answer 4 Individual behavior is easy
to predict as the team
compensates the work as a
whole for the Pakistanis as
well.
Individual prediction
becomes much easier as they
can be judged on the ground
of what they actually do in
the organization.
Answer 5 British jeep their work
authentic and also help other
to learn and grow at the
same time. This helps in
developing a good
relationship with the Saudis
working at the same place.
British are more committed
to the work and have a huge
engagement with the work
effecting the industry to
grow and be effective
creating a great platform for
the Saudis as well.
Answer 6 Both the culture have people
who are responsible and
hardworking and always
keen to put their best foot
forward. These qualities
help them to give full efforts
to the work.
Since, the culture is more or
less same a relationship
develops on its own due to
the better understanding of
the facts and figures
between the two.
Answer 7 British adjust by trying to
bridge the communication
gap between the two and
Pakistanis adjust by showing
British by bridging the
cultural gap and Pakistanis
by being more social to
everyone present there.

3QUESTIONNAIRE
their pro-activeness to
anything they do.
Answer 8
Pakistanis as the cultural gap
is almost zero.
Pakistanis as the linguistic
gap is zero ad there is no
communication gap between
the two.
Difference in HR implications
Answer 1
The level of cooperation is
moderate but the level of
conflict is high
The level of cooperation and
the level of conflict both are
moderate when compared.
Answer 2
The level of cooperation is
very high and the level of
conflict between the two is
very low.
Level of conflict is moderate
but the level of cooperation
is low as compared to
others.
Answer 3 Problems related to job
satisfaction and hence
engagement with the job is
found.
Communication barrier is
the major issue faced which
needs to be solved quickly
for the better efficiency and
productivity (Jenifer and
Raman 2015).
Answer 4 Employee engagement with
work is missing (Macey and
Schneider 2008).
Issues of wages are the
biggest problem.
Answer 5 British over Pakistani as
they have clear intentions
and understand the matter
deeply and then make an
approach towards solving it.
British over Pakistani as
they are more focused and
responsible and follow the
pattern of deadline given to
them unlike Pakistanis.
Answer 6 British as they are highly
paid than Pakistanis.
British as they are highly
paid than Pakistanis.
Answer 7 The procedure is same for
the two and the key is to be
competent, look presentable
and must be responsible.
The procedure is same for
the two and the essential
factors required are to be
knowledgeable, good hold
over communication skills
and look presentable.
Answer 8 British have a very good
adaptability skills and are
very adaptive towards the
culture that the company has
and also are very good
managers of conflict.
The time management skills
and the emotional
intelligence of British is
very good. Also they gel up
with people easily and
nicely and this helps the
organization to have a very
positive environment.
Answer 9 The personal productivity of
the Pakistanis, is very good
Providing good service to
the customers helps the

4QUESTIONNAIRE
and this as a whole helps the
organization to perform
better and have a scope for
learning and looking at new
things differently.
organization to maintain the
brand image created among
the customers.

5QUESTIONNAIRE
References
Jenifer, R.D. and Raman, G.P., 2015. Cross-cultural communication barriers in the
workplace. Internafional Journal of Management, 6(1), pp.348-351.
Macey, W.H. and Schneider, B., 2008. The meaning of employee engagement. Industrial and
organizational Psychology, 1(1), pp.3-30.