ANSWER 1-

The Cultural Dimensions Theory of Hofstede, developed by Geert Hofstede, is a methodology

being used to understand cultural differences out all over countries and to distinguish ways of
conducting business across diverse cultures.

In other terms, the concept is also used to differentiate between the various cultural backgrounds
and cultural practices, and determine their effect on a business environment.

Hofstede identified six culturally characterizing categories:

 Power Distance Index:

It is defined as "the extent under which the less potent organizational members (like the family)
embrace and presume power to be equally shared. Through this dimension, the supporters, or the
lower strata, define inequality and power. A higher degree of the Index implies the hierarchy in
the community is clearly defined and enforced, with no dispute or excuse. A lower degree of the
Index means that people are challenging authority and attempting to transfer power.

 Short-Term vs. Long-Term Orientation:

The aspect of long-term orientation vs. short-term orientation discusses to what degree society
defines the timeframe.

Long-term emphasis is on the future and involves avoiding short-term success or satisfaction to
achieve long-term success. Long-term orientation stresses patience, long-term development, and
determination.

Short-term orientation relies on the coming years, helps bring short-term success or satisfaction,
and areas more significant emphasis on the current time than on the future. Short direction
emphasizes instant results and traditional respect.

 Collectivism vs. Individualism:

The aspect of individualism vs. collectivism deals with the degree through which populations are
organized into groups, and their expected duties and group dependency.

Individualism means that the priority put on achieving individual objectives is higher. In this
category, an individuals' self-image is described as "I."
Collectivism clearly shows that more importance is connected to the group's objectives or well-
being. In this section, an individuals' self-image is described as "We."

 Uncertainty avoidance:

The uncertainty avoidance index takes into account to what degree uncertainty and ambiguity are
accepted. This aspect considers how to cope with uncertain circumstances and unexpected
events.

A high index of avoidance of uncertainty suggests a low tolerance to confusion, ambiguity, and
risk-taking.

A low index of avoidance of uncertainty suggests a high tolerance to confusion, ambiguity, and
risk-taking.

 Femininity vs. Masculinity:

The aspect of masculinity vs. femininity is often linked to as "tough vs. soft," and defines
society's desire for success, mindset towards equality of sexuality, behaviors, etc.

Masculinity consists of the following character traits: differentiated gender expectations,

proactive and focused on physical and wealth-building achievements.

Femininity consists of the following character traits: flexible gender expectations, humble,
uplifting, and standard of living.

Cultural diversity gives the businesses a competitive advantage in these aspects:

 Acceptance:

Industries, whether large or small, are continually working globally. Also domestically,
businesses are faced with a changing demographics along with language, ethnicity, faith, and
race lines. As a result, consumer preferences on how the company will operate are varied, and
the best way to get customer acceptance is to represent customer base diversity.

 Diversity offers customer insight:

Most large companies’ market to a progressively diverse consumer base; internal mapping of
views, backgrounds, and networks to accurately reflect consumers enhances increased profits.

 Diverse skills

Every employee contributes to the organization a range of skills. A diverse workforce, by its
very nature, provides a different sequence of competences.

 Diversity expands valuable networks:

A balanced and diverse management team helps to bring in a business new networks which can
be used to attract the best talent, create business relations, and make sales.

ANSWER 2-

(A)

Employees at will policies: -

 "free-will" is, in its purest sense, a common-law concept that distinguishes an employment
arrangement between an employer and an employee wherein employer have the right to fire
the employee both with and without justification for any reason at any time.
 Likewise, at any time without justification or for any excuse, the employee is free to leave
work. The principle also requires companies to pay or reduce salaries, adjust benefits, or
otherwise change conditions for workers at will.
 To avoid the rule of at-will, an employer and an employee should agree into an employment
contract designating that the interaction may only be ended irrespective of a just cause even
though these types of employment agreements are generally written and signed mostly by the
employer and the employee, oral agreements which also satisfy the conditions required to
resolve at-will jobs.

Due process policy: -

 It states where the employees are not free to leave the job or same the employers are not free
to terminate the employees as per their wishes. They need to go through the specific
procedure to terminate or fire any employee.
 Many legal consequences can be avoided if an organization has explicitly announced that it is
recruiting and firing policies and procedures for human resources and ensuring that
management meets the policies and procedures in place.

(B)

Before involving in any negotiation companies should go through the brief knowledge about
how the other company will give better results to the company.

Checking the background information and reviewing the previous negotiations of any company
is very important before making any kind of deals. Making negotiation with any reference can
create a huge impact on any business. Begin the cycle by evaluating the agendas of previous
agreements in the Union. The method of analyzing the reports or moments of initial
conversations would enable the Hr specialist to research both parties' claims and examine the
facts presented about the cases. This is particularly useful if the HR Specialist wasn't involved in
the last negotiation of the contract. Starting to create an indexed contract analysis and negotiation
strategy book is of great help at this stage.

Operating experience analysis during the Last Contract Period:

The way the contract influenced the organization's quality and productivity is an indicator crucial
to the negotiating team. It is the position where the partnership between the HR Professional and
the managers of the processes and line monitoring would pay off.

Analysis of a Bargaining Unit:

Construction of the bargaining unit is a crucial consideration for management. It's often a
preference that the administration can end up making concerning the quality they might well
derive from wanting to join other groups of employers for negotiation reasons.

Data Generation:

Whoever has negotiated contracts knows that reliable wage and benefit data is critical to
successful outcomes.

Creation of the negotiation objectives. By the time the company has gone across internal
assessment, data gathering, and evaluation.
ANSWER 3-

According to the case, Yes, performance ratings are necessary in any organization reasons
that:

employees wanted to keep the performance rating system. It is also critical to any organization to
maintain the performing records of very individuals for a clearance in what employees are doing
and how well they are doing.

Facebook evaluated performance based on three significant factors, and the companies'
employees appreciated these factors because they were showing the accurate results without any
unfair terms.

It evaluates results as per how the employees perform and how well they are doing in the
organization.

It shows that how much the employees are dedicated to their work and how effectively they are
contributing.

The three factors were:

transparency, fairness, and development.

 Transparency:

In case employees were wondering where they rank and that there is consistency in performance
reviews. The company helped employees know how the company values individual
performance, which makes it easier for the company to acknowledge and award high results
properly.

 Fairness:

This process includes a formula so that the management teams have no discretion in the choice
of compensation.

In case managers adapt this procedure with the method implemented to enable them to make the
right decisions for the employees without involving any unitary processes that could harm them.
 Development:

It took place when the employees were coming to know about where they need to work more
through the performance evaluation. Employees learn which were their key attributes, and where
their growth energies should be centered. Assessments also represent a requiring measure to
ensure that challenging feedback is delivered rather than being pushed underneath the rug.

ANSWER 4-

Performance is the significance throughout time of the efforts of employees to the organizations.
And the interest must, in some form, be measured. Decisions should be made upon its high job
performance. Facebook evaluated its performance by conducting follow-up surveys and focus
groups with 300 or more people. Out of the 87% of the population wanted to stick on
performance scores.

In the case equity, performance evaluations, and accountability, the three main aspects that they
take into account.

Other methods through which performance evaluation can take place are as follows:

 Beginning with scheduling the performance:

The manager and employees should then continually check performance and progress using the
performance plan as a reference source, problem-solving checkpoints, reassessing goals,
developed methods as business changes in direction, and re-evaluating training and development
needs. Quality performance preparation and performance reviews are critical because they
encourage continuous development and improve productive discussion.

 Collect information from a range of sources:

Collecting performance information from various sources improves objectivity and assures that
attention is given to all factors affecting performance. This information may include accurate
information like revenue statistics, call logs, or reporting timelines. Other useful information
contains input from everyone else, personal evaluation outcomes, ongoing discussion reports,
records of any performance influencing shared environmental factors.
 Connect performance to incentives and appreciation:

Organizations are increasingly trying to link performance with compensation. It is also worth
noting the advantages of an organization-wide structured pay-for-performance procedure. A
transparent process gives a sense of consistency and improves work satisfaction significantly.

ANSWER 5-

According to me the best performance management process was fairness that everyone was
getting the equal chance to get evaluated as per their performance this is because there was no
inequality and everyone was working as per their willingness to work and the results were also
coming as per their performance. If the employees worked with full dedication than they will be
evaluated according to that. And the major part was there was no inequality was coming between
men and women workings. No aggression can be showed in this process. Mangers cannot just
evaluate the workers as per their favoritism or judgement skills. In resultant, everyone was
motivated to work their best to achieve the given target.