Cultural Diversity
GLOBAL HUMAN RESOURCE MANAGEMENT ISSUES
The effects of global variations on human resources should be considered
by the global human resource management. Also there are number of barriers and
challenges in the ways of which influence its overall credibility. Here are
some challenges and barriers that come in the way of effective global human
resource management.
Cultural Diversity.
The biggest challenge for Global Human Resource Management is
understanding and maintaining cultural diversity. Working with people from
different locations or from different cultural backgrounds mean adapting the
business's work style to new ideas, new ways of communicating and unfamiliar
social practices.
Hofstede
(1980) defined that culture as ‘the collective mental programming of people in an environment’,
referred to cultural values as broad tendencies ‘to prefer certain states of affairs over
others’, and described organizations as ‘culture-bound’. He found that there are four national cultural dimensions: uncertainty avoidance, masculinity/femininity,
power distance and individualism/collectivism from using worldwide data on IBM employees.
Workforce
diversity is among the many environmental trends affecting organizations in the
recent years, and it can be defined as an organization composed of the mixture
of workers with different group identities, who show differences depending on
demographic or other characteristics. The criteria discriminating these groups
include race, geographic origin, ethnicity, gender, age, functional or
educational background, physical and cognitive capability, language,
lifestyles, beliefs, cultural background, economic category, tenure with
organization and sexual preference (Bhadury et al., 2000)
Based on this, the
workforce composition which is formed by workers of various cultural groups in
scope of workforce diversity in organizations indicates cultural diversity (Seymen, 2006)
As distinctive
qualities of groups and individuals resulting from cultural diversity in
organizations affect the workers‟ sense of identity and their way of perceiving
each other; also the differences in the management style, organizational
attitude patterns, behavioural characteristics and communication styles can
mostly be traced back to cultural effects (Frey Ridway, 1997)
REFERENCE
Bhadury. H, Mighty, E J, and Damar. H, Maximizing
workforce diversity in project teams: A network flow approach The International
Journal of Management Science, 28 (2000).
Fre-Ridgway. S, The cultural dimension of international business", Collection Building (1997)
Hofstede, G. (1980). Culture's consequences: International differences in work-related values. Beverly Hills, CA: Sage
Seymen. O A, The cultural diversity phenomenon in
organisations and different approaches for effective cultural diversity
management: a literary review", Cross
Cultural Management: An International Journal (2006)

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