Chapter 3, Problem 1DT

Summary Introduction

To determine:

Using Hofstede's data for Mexico and the United States determine how employees of both these countries might react

a. to a team based rewards program

b. would view their relationship with their boss

c. might react to change in the work process

Introduction:

Greet Hofstede had conducted a study into the differences that existed in the cultural environment. This massive research was conducted way back in the 1970s and 1980s wherein the 116,000 employees of IBM across 40 countries were surveyed. Their values related to work were studied and it was found that the employees of IBM and the managers of the company varied on five specific dimensions of national culture. These dimensions can be studied in the table given below

Source: Based on G. Hofstede, "Motivation, leadership, and Organisation: Do American Theories Apply Abroad?

Answer to Problem 1DT

Solution:

Source: Based on G. Hofstede, "Motivation, leadership, and Organisation: Do American Theories Apply Abroad?

Explanation of Solution

a. to a team based rewards program

The United States has a high individual score of 91 which reveals that Americans are individualists and would not react with enthusiasm to a team based rewards program. There is a concept of individualism in the U.S and the relation the employees share with their team and organization is usually calculative and based on self-interest. Mexico, on the other hand, has a low individual score of 30 is considered to be a society which believes in collectivism. Therefore, the employees in Mexico would react with enthusiasm to a team based rewards program. The employees in Mexico being high on collectivism believe in strong relationships where each employee of the team takes responsibility for their fellow team members.

b. would review their relationship with their boss

The United States has a low power distance score of 40, which means that power distribution in the U.S is relatively equal and employees will review their relationship with their boss a one where the subordinates are treated with equality. Mexico on the other has a high power distance score of 81 which means that employees in Mexico will review their relationship with their boss as that of a superior and subordinate. A high power distance score means power is distributed unequally in the organizations. Mexico has an organizational culture where the boss tells the subordinates what needs to be done and the organizations have a hierarchical structure.

c. Might react to change in the work process

The U.S has a low uncertainty avoidance score and it means that employees in the United States are open to innovation, new ideas and have the willingness to try out new changes. Therefore, they are likely to react positively to any change in the work process. Mexico, on the other hand, has a high uncertainty avoidance score and prefer avoiding any kind of uncertainty. The employees in Mexico will therefore not react positively to changes to the work process. The employees in Mexico prefer rules and have a tendency to resist innovation or change.

Therefore, the above discussion brings forth how employees in U.S and Mexico will react to three different kinds of situations.