IHRM Case Study: P&G's Cross-Cultural Training for Global Assignments

This case study delves into the international human resource management (IHRM) strategies employed by Procter & Gamble (P&G) to ensure the success of its global operations. It examines the importance of cross-cultural training for employees undertaking international assignments, emphasizing how understanding different cultural dimensions and communication contexts is crucial. The analysis incorporates Hofstede's Cultural Dimensions and Hall's Communication Contexts to evaluate cultural differences and their impact on business practices. Furthermore, the study explores the steps P&G should take to prepare employees for international assignments, including pre-departure training, on-site support, repatriation programs, and spousal/family training. The case highlights the significance of adapting management styles and training programs to accommodate diverse cultural values, ultimately contributing to P&G's global success. Desklib provides access to similar case studies and solved assignments for students.

Running head: INTERNATIONAL HUMAN RESOURCE MANAGEMENT
INTERNATIONAL HUMAN RESOURCE MANAGEMENT
Name of the Student
Name of the University
Author Note

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Table of Contents
Introduction....................................................................................................................2
Culture and analysis of cultural group...........................................................................2
Using cultural group to analyse the steps implemented by P&G...................................4
Conclusion......................................................................................................................5
References......................................................................................................................6

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Introduction
The analysis in the report will be mainly based on the cultural issues that can be faced
by organizations and managers when they plan to expand their operations in a different
country. The management of human resources based on the cultural competencies of other
will be analysed with the implementation of two models Hofstede’s cultural dimensions and
Hall’s Communication contexts. The cultural contexts in the case of P&G will be analysed
based on the cultural value that I have developed in my country (Bird & Mendenhall, 2016).
Culture and analysis of cultural group
Hofstede’s cultural analysis of United States –
Power distance – The power distance score that US has gained is 40 which is able to
depict that the organizations in the society have low power distance and level of inequalities
in power is also low. The hierarchy levels in firms are based on convenience.
Individualism – The individualism score of US society is 91 and the American
society believes in “liberty and justice for all”. The managers of the organizations in US are
dependent on employees for various decisions that are related to the operations (Hofstede-
insights.com. 2019).
Masculinity – US society has received a masculinity score of 62 that is also
considered to be quite high. The behavioural patterns of the Americans are able to depict high
levels of masculinity and drive towards individual needs are also quite high.
Uncertainty avoidance – The score US society in the dimension of uncertainty
avoidance is 46 that can be considered to be below average. The Americans are able to accept
new ideas quite fast in comparison to the individuals belonging to other countries, that is
further able to reduce the levels of uncertainty avoidance (Hofstede-insights.com. 2019).

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Long term orientation – The score that American society has received in the last
dimension is 26. The low score is also able to depict that the Americans are highly pragmatic
in nature. The individuals who are a part of various organizations in this society are
considered about the short term benefits that are gained by them rather than the long term
goals.
Indulgence – The US society has received a score of 68 in the sixth dimension and
the high score is also able to reflect the “work hard and play hard” nature of the individuals.
The individuals who are a part of various organizations in this society involve themselves in
various activities along with the responsibilities of the organization (Chung, 2019).
Hall’s cultural context analysis –
Hall’s cultural context based factors can be two types of two types including high
context and low context. In case of high context culture, many different contextual elements
have to be taken into consideration that can help the individuals to understand various rules.
Most of the cultural rules in this case are taken for granted and this can be quite confusing for
people. On the other hand, the low context culture is based on various cultural rules that are
followed by the individuals (Garten, 2015).
The requirement of explanation for implementation of cultural values is also quite
high. The US society is based on the low context culture and many cultural values have to be
taken into consideration by organizations in order to maintain their operations in the country.
The presence of regulations is helpful for the development of long lasting contracts with the
organizations (Warren, 2017).
Cultural group analysis –

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I have been a part of the cultural group of native Americans. The cultural values that
are followed by people belonging to this group are all based on the six dimensions of
Hofstede’s model. The power distance levels in the group are low, individual drive is high,
the individuals belonging to the group are highly masculine, they are able to accept new ideas
easily, short goals are set by them and the levels of indulgence are high (Garten, 2015).
On the other hand, with respect to the Hall’s communication context the low context
cultural values are followed by the people belonging to this group. The people tend to follow
the cultural values that have been set for them and are able to provide their best levels of
services to the organizations of which they are a part (Lvina, 2015).
Using cultural group to analyse the steps implemented by P&G
The cultural group of Native Americans of which I was a part can be taken into
consideration for the purpose of understanding the steps that can be taken by P&G in order to
train the employees.
Pre-departure phase – The phase of pre-departure is related to the time when the
managers are provided with knowledge about the culture of the area in which they are being
placed. P&G will need to train the managers about the cultural values of Native Americans so
that they are able to understand their needs.
On-site phase – After the managers are placed in the planned areas they need to
interact with the local people in order to understand the market in an effective manner. The
proper understanding of the market and needs of people, P&G will be able to develop the
product portfolio that they wish to offer them (Thomas & Peterson, 2016).
Repatriation phase – The international managers are then sent back to their own
country after proper completion of the training. In this phase, the managers can use the

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knowledge that they have gained in a different market for the purpose of influencing services
offered by P&G in the home country.
Spouse and family training phase – The placement of managers in a different
country also leads to the movement of their spouses in a different country and cultural
background as well. P&G needs to include them in the training process as well so that they
are able to support the managers in their work process (Noe, 2017).
Conclusion
The report can be concluded by stating that an international organization like P&G
can maintain its position on a global basis with the support that is provided by the employees
and managers. The proper collaboration of employees with the managers of the firm can have
an impact on the revenues and operations of P&G in different parts of the world.

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References
Bird, A., & Mendenhall, M. E. (2016). From cross-cultural management to global leadership:
Evolution and adaptation. Journal of World Business, 51(1), 115-126.
Chung, L. C. (2019). Crossing Boundaries: Cross‐Cultural Communication. Cross‐Cultural
Psychology: Contemporary Themes and Perspectives, 375-397.
Garten, F. (2015). Chapter 6: County cultures: A classification. In The international manager:
A guide for communicating, cooperating, and negotiating with worldwide colleagues.
Boca Raton, FL: CRC Press.
Hofstede-insights.com. (2019). Country Comparison - Hofstede Insights. Retrieved 6 October
2019, from https://www.hofstede-insights.com/country-comparison/the-usa/
Lvina, E. (2015). The Role of Cross-Cultural Communication Competence: Effective
Transformational Leadership Across Cultures. Jurnal Ilmiah Peuradeun, 3(1), 1-18.
Noe, R. A. (2017). Social responsibility: Legal issues, managing diversity, and career
challenges. In Employee Training and Development (7th ed., p. 483). New York, NY:
McGraw-Hill.
Thomas, D. C., & Peterson, M. F. (2016). Cross-cultural management: Essential concepts.
Sage Publications.
Warren, T. L. (2017). Cross-cultural Communication: Perspectives in theory and practice.
Routledge.