Hofstede’s Cultural Dimensions address societal effects on the individual’s values and the extent to which these values shape the individual’s behavior in the society. The first dimension incorporates the Power Distance Index, in which the individuals accept the unequal distribution of power in the organization. The second dimension encompasses the Individualism vs. Collectivism, in which the societies are developed on the basis of the extent to which individuals relate to their family members. The third dimension determines the Uncertainty Avoidance Index, in which the extent to which the individuals accept uncertainty in the society is addressed (Dartey-Baah, 2013).
The fourth dimension resides in the phenomena of Masculinity vs. Femininity, in which the extent to which male dominion is practiced in the society. The fifth dimension incorporates the Long-Term Orientation vs. Short Term Orientation, in which the connection between the past achievements and future inclinations is addressed. The sixth dimension addresses the Indulgence vs. Restraint, in which the extent to which individuals prefer happiness is determined in accordance with the societal values (Dartey-Baah, 2013).
Human Resource Programs and Practices can effect these cultural dimensions by means of controlling the extent to which power in the organization is shared among different hierarchies. It can also shape the work behavior in the organization by means of focusing the achievement of goals in teams or by individual projects. The extent of transparency in the organization can fluctuate the extent of third dimension whereas, the employee recruitment, training, compensation and promotion on the basis of merit can effect the fourth dimension. The sixth dimension can be shaped by means of assigning short-term or long-term objectives to the employees whereas, the sixth dimension can be shaped by maintaining the aggressive or friendly work environment and the extent to which formal behavior is incorporated in the organization (Clark, 2014).
It is required that the HR should incorporate flexible strategies in order to make the employees comfortable in the organization and adopt the organizational culture in a systematic manner. For example, an employee who prefers the collectivist culture can be provided with the adequate mentoring and training to utilize his individual skills in the achievement of the assigned objects and hence, can be systematically shaped towards adopting individualism in the workplace (Clark, 2014).
References
Clark, S. (2014). Organizational Behavior and Human Resource Management Practices: A Comparison Between the United States and Brazil Based on Hofstede's Cultural Framework (Doctoral dissertation).
Dartey-Baah, K. (2013). The Cultural Approach to the Management of the International Human Resource: An Analysis of Hofstede's Cultural Dimensions. International Journal of Business Administration, 4(2), 39.
