Working With Multicultural Employees

Planning a trip to another country? Do you know their culture and customs? Just as in recreational travel, business leaders need to know the differences in cultures and motivations in different countries also. Hofstede (2001) regarded culture as “the collective programming of the mind that distinguishes the members of one group or category of people from another” (p. 9). Hofstede (2001) developed four dimensions of national cultures: power distance, collectivism/individualism, femininity/masculinity, and uncertainty avoidance. He identified a fifth dimension, long-term/short-term orientation while using the Chinese Values Survey (Hofstede & Bond, 1988).Dimensions used to describe cultural differences, and motivational influences in the workplace, will be examined using Hofstede’s theory, and literature review.
Power Distance
The relationship between employee and supervisor illustrates power distance in organizations. In a high power distance (collectivist) country, employees prefer to have a distant relationship with their supervisor, accepting orders from an expert, and working to make the supervisor appear more knowledgeable than personal achievement. Managers motivate employees by giving direct orders and giving feedback but not accepting employee feedback. This in turn, makes collaborative learning difficult due to the relationship between subordinates and their supervisor. Conversely, low power distance countries, employees do have power and have a close relationship with management.
In low power distance (individualist) country, employees prefer to have a close relationship with their supervisor, as a mentor, guide, and motivator. Supervisors motivate employee growth and development through encouraging them to take an act...

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...In addition to knowing employee cultures and customs, leaders need to know what skills are needed in order to motivate each individual. Without knowledge and skills to motivate multicultural employees, leaders will feel defected, people and organizations will suffer.

Works Cited

Hofstede, G. (2001). Culture’s consequences: Comparing values, behaviors, institutions, and organizations across nations. London, England: Sage.
Hofstede, G., & Bond, M. H. (1988). The Confucius connection: From cultural roots to economic growth. Organizational Dynamics, 16(4), 4-21.
Hofstede, G., Hofstede, G. J., & Minkov, M. (2010). Cultures and organizations: Software of the mind. New York, NY: McGraw-Hill.
Kim, S., & McLean, G. N. (2014). The Impact of National Culture on Informal Learning in the Workplace. Adult Education Quarterly, 64(1), 39-59. doi:10.1177/0741713613504125