ASSIGNMENT 2 FRONT SHEET

Qualification BTEC Level 5 HND Diploma in Business

Unit number and title Unit 11: Research Project

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Student Name Pham Van Tung Student ID GBH18009

Class GBH0704 Assessor name Ngo Tran Thai Duong

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 Managing Cultural
Diversity at FPT Software
Do current HRM policies promote the diversity in FPT Software?

How is cultural diversity management perceived by employees at FPT Software?

Research Project in Business Administration

Title: Study on Managing Cultural Diversity at Workplace

University: University of Greenwich

Author: Pham Van Tung

Date: 23/12/2019
Abstract:
Background: Cultural diversity in a workplace is becoming increasingly important as many organizations
have a global workforce. Some of the impact of this force on business results has therefore been more
suggestive of the need to research how different organizations manage their cultural diversity. FPT Software
as an organization has also mixed in internationalization through diversified human resources to form part of
economic globalization.

Purpose: The purpose of this research is to learn how to manage cultural diversity through practical policies
and employee perceptions of these policies at FPT software. This exploratory study will add knowledge and
understanding on the topic of managing cultural diversity, about policies or strategies to support employees
in the workplace.

Methodology: The empirical findings is gathered through a qualitative research. The primary research is
retrieved by interviews. Employees from different backgrounds and countries were interviewed to find out
how the their perception of cultural diversity management at workplace based on the policies.

Findings: Based on interviews, it was found that managing cultural diversity is a well understood topic for
employees. However, the study finds that issues and policies related to cultural diversity management are
not entirely provided by management in the work environment. What is needed to change is that
management needs to provide a more effective communication structure.

Key words: Cultural Diversity Management, Diversity at workplace, Employee perception, Human Resource
Management, FPT Software.
 Acknowledgements
I would like to sincerely thank the staff at FPT Software for supporting me to complete this research project.

I would also like to thank our tutor Ngo Tran Thai Duong, for the support and insights given during the
course.
Table of Contents
1. Introduction ..................................................................................................................................................................... 7
1.1. Background ............................................................................................................................................................... 7
1.2. An Overview of FPT Software ................................................................................................................................... 7
1.3. Research Question.................................................................................................................................................... 7
1.4. Reasons for choosing this research project.............................................................................................................. 7
1.5. Definition .................................................................................................................................................................. 8
1.6. Different Dimensions of Cultural Diversity Management at Workplace ................................................................. 8
1.7. Benefits & Challenges of Cultural Diversity Management at Workplace ................................................................. 9
a. Benefits .................................................................................................................................................................... 9
b. Challenges................................................................................................................................................................ 9
1.8. The role of HRM in managing cultural diversity ..................................................................................................... 10
1.9. Employee Perception Towards HR Practices .......................................................................................................... 10
2. Methodology ................................................................................................................................................................. 10
2.1. Qualitative .............................................................................................................................................................. 10
2.2. Primary research and Secondary research ............................................................................................................. 11
2.3. Interview design ..................................................................................................................................................... 11
3. Empirical Findings & Analysis ........................................................................................................................................ 12
3.1. FPT Software Organizational Structure .................................................................................................................. 12
3.2. Policies of FPT Software ......................................................................................................................................... 12
3.3. FPT Software Recruitment process ........................................................................................................................ 12
3.4. Selected employees at FPT Software ..................................................................................................................... 12
3.5. Diversity Management and Employee’s Perception of Cultural Diversity at FPT Software ................................... 14
3.6. Support from FPT and HRM.................................................................................................................................... 16
4. Recommendations......................................................................................................................................................... 17
5. Conclusions .................................................................................................................................................................... 17
References ......................................................................................................................................................................... 19
Appendix............................................................................................................................................................................ 21
1. Introduction
1.1. Background
Cultural diversity is the industrialized world. The increasing cultural diversity of workplaces presents an
unrelenting demand for effective interaction among other people (Johnson & Packer, 1987). People’s
conception of cultural diversity, experience of cultural diversity management and ideals of cultural diversity
is matter because they address not only recruitment but what happens after the recruitment (Fiske & Lee,
2008). Nowadays, the truth is that with globalization increasing, people from diverse cultures, faith and
backgrounds are required to interact (Mazur, 2010). For several years, an effective cultural diversity
management has been utilized as a support and as a defence against discrimination (Shen, J, Chanda,
D'Netto & Monga, 2009). The authors of this paper have noticed the growth of cultural diversity over the
years. As a characteristic of workgroups, cultural diversity creates challenges and opportunities that are not
present in homogeneouswork groups. Thus managing cultural diversity means understanding its effects to
fully take advantage of and use the employees’ individual talents, also to fulfil the organizational goals. This
research will explain how FPT Software manages cultural diversity with practical policies and what
employees feel. Will the company's practical policies and strategies help or hinder the management of
cultural diversity?

1.2. An Overview of FPT Software

FPT Software as an organization has also blended internationalization through its diverse workforce to form
part of economic globalization. As subsidiary of FPT Corporation, FPT Software is providing global IT and
outsourcing services based in Hanoi, Vietnam. This is a multinational technology corporation established in
1999, by 2019, FPT Software is the largest software service company in Vietnam, with 2018 revenue of $ 400
million. FPT Software's services include Analytics, IoT, Mobility, Cloud, Embedded System, Q&A testing,
Legacy Migration, Package Implementation, Application Service, and BPO services. Because it operates in
more than 16 countries and has more than 16,000 employees, it is easy to understand the presence of a
multicultural workforce in the company and the complexity of the diverse management within the company.

1.3. Research Question

Q1: Do current HRM policies promote the diversity in FPT Software?

Q2: How is cultural diversity management perceived by employees at FPT Software?

1.4. Reasons for choosing this research project

From previous studies, scholars in the field of management and organization have shown that the more
companies develop, the more attention to the topic of cultural diversity in the working environment. They
also think that the method an organization apply to manage diversity produces negative or positive
outcomes rather than the diversity itself. Some of these methods include attitudes, initiatives, work
assignments, performance standards, and motivation techniques. In addition, previous studies have been
analyzed and investigated to gain insights into the topic in question (Ongori & Agolla, 2007). However, there
are not many studies on how employees perceive cultural diversity at a company in Vietnam. The purpose of
this research is to learn how to manage cultural diversity through practical policies and employee
perceptions of these policies at FPT software. This exploratory study will add knowledge and understanding
on the topic of managing cultural diversity, about policies or strategies to support employees in the
workplace. Because FPT Software has an openness to the issue of cultural diversity and employee interest in
this topic. Therefore, FPT Software was chosen for analysis because it is an international environment
composed of employees from different countries.

1.5. Definition
There are several key definitions related to this article, the following are definitions of keywords used
throughout the project as a support to avoid misunderstandings.

Diversity

There are many different definitions of diversity, however, in this case, it will be discussed in the context of a
workplace. According to Sharma (2016), it is any significant difference between individuals such as age, race,
religion, function, occupation, sexual orientation, geographical origin and or lifestyle.

Managing cultural diversity

According to Martin (2014), it is any significant difference in race, nationality, language, ethnicity or religion
expressed in a community. It is multifaceted including three components: programs aimed at increasing
cultural awareness, recruitment programs, and pragmatic management policies.

Human resources management

According to Boxall and Purcell (2011), human resource management is defined as all activities related to
managing people in an organization. Jabbour et al. (2011) explain that human resource management is the
planning, integration and action to get the efficiency of all employees in the workplace.

1.6. Different Dimensions of Cultural Diversity Management at Workplace

Cultural diversity is any significant difference in a culture. The cultural environment at the workplace reflects
demographics, cultural and social differences. For any organization, managing a diverse workforce is a major
challenge (Mateescu, 2018). No one is like another, each individual is different in their religion, background,
age, education, perceptions, etc. Diversity makes the workforce heterogeneous when different multicultural
individuals work in the same place (Saxena, 2014). Mazur (2010) also mentioned that a culturally diverse
workplace reflects the change of world markets.

Diversity has different dimensions and therefore diversity is complex and requires a lot of study regarding it
(Mazur, 2010). Mateescu (2018) describes the different dimensions of diversity such as, the primary
dimensions, which includes the inborn differences, such as age, race, ethnicity, gender and disability. These
dimensions gives form to an individual's basic self-image and the fundamental worldviews (Mazur, 2010).
The secondary dimension has to do with religion, beliefs, family backgrounds, culture, sexual orientations,
lifestyle, education, etc (Mateescu, 2018). Mazur (2010) explains that this dimension is less visible and
impacts the self-esteem and self-definition. Finally, the tertiary dimensions, which is based on beliefs,
assumption, perceptions, attitudes, feeling and values (Mateescu, 2018). Mateescu (2018) further describes
that these dimensions are interacting with each other to create an identity of an individual that brings out
the similarities and differences that in turn affects the work environment.

This research is going to examine the primary dimensions with the inborn differences, particularly in terms
of race and ethnicity, how these diverse employees are managed and how they perceive the practical
policies at FPT Software.

1.7. Benefits & Challenges of Cultural Diversity Management at Workplace

The diverse workforce is a double-edged sword that produces both positive and negative results. However, if
diversified management is managed effectively, it can lead to great advantages. There are many different
challenges and benefits of diverse management, but they can vary depending on different countries
(D'Netto et al., 2013). Another author pointed out that the hard-to-reach harmony between peers can also
yield low productivity due to cultural or experience differences (Martin, 2014).

a. Benefits
There are several benefits and advantages for cultural diversity in the workplace. Cultural diversity in a
multicultural organization attracts the best talents (Saxena, 2018). Maintaining a diverse environment,
employees will better solve problems, elicit many interpretations and perspectives when encountering
various complex issues (Ongori & Agolla, 2007).

In addition, employees can quickly change and create organizational flexibility (Mazur, 2010). They also bring
their own personal experiences, talents and skills to easily adapt to customer needs and serve customers on
a global basis (Sharma, 2016). The presence of diversity within an organization also means it is socially
responsible, providing equal opportunity for groups without discrimination and increasing creativity in the
workplace (Cunningham & Melton, 2011). According to these authors, diversified management improves the
quality of decisions made, which also increases organizational efficiency and profitability. A culturally diverse
group that has worked together over a longer period of time is more effective in interacting and performing
work. In general, a diverse environment leads to a positive effect on a company's performance (Watson,
Kumar & Michaelsen, 1993).

b. Challenges
Diversity management also comes with some challenges or disadvantages. A diverse environment can create
disruptive conflicts that can lead to frustration and confusion (Mazur, 2010). Conflict arises mainly due to a
lack of understanding of diversity (Ongori & Agolla, 2007). Combining different cultures in the workplace can
lead to employees finding it difficult to reach agreement, which can lead to cultural conflicts and lead to
lower job performance (Mazur, 2010). Saxena (2014) also adds that a diverse environment, especially when
it comes to race, can lead to a number of problems, such as communication incidents and low cohesion
(D'Netto et al., 2013).

Some individuals may feel threatened to work with people from different backgrounds because they are in a
minority so tend to feel less valued than members from the majority because stereotyping, prejudice and
nationalism (Ongori & Agolla 2007).

1.8. The role of HRM in managing cultural diversity

Diversity management within an organization can lead to positive performance, human resource activities
that support the multicultural workforce possessing diverse skills that give the organization an advantage.
HRM not only ensures equality but also values and uses diversity effectively, so HRM plays an important role
when it comes to diversity management (D'Netto et al., 2013).

Both Shen et al. (2009) and D'Netto et al. (2013) stated that for an organization to achieve effective
diversified management, appropriate strategies and personnel functions are needed because of the
difference between individuals in health, the development of each individual in the workplace. HRM
strategies should focus on increasing learning, flexibility, creativity and the development of a common
knowledge of the work environment that facilitates diverse management within an organization. Boerner,
Linkohr and Keifer (2011), claim that because diverse management is part of HRM, it must therefore be at
the center of policies and thereby creating an inclusive culture.

1.9. Employee Perception Towards HR Practices

Perception is an employee's feelings or perceptions of fairness, efficiency and support in the workplace. It
can be said that employees are more satisfied with their jobs and the workplace, if they find HRM policies to
be fair, effective, helpful, supportive in welfare and development (Ansari, 2011).

A study of HPWS (high-performance working system) explained that employees' perceptions are influenced
by demographics and attributions. HPWS is a theory in which the main purpose is to increase the
performance of individuals and organizations. Employees understand each other better by creating a strong
personnel environment, created when personnel policies and practices are seen to coincide. A positive result
of a strong personnel environment leads to a positive employee response and subsequently to their higher
performance (Frenkel, Restubog & Bednall, 2012). The authors, arguing further that HR activities influence
employees' attitudes in a complex way and related to their sense of fairness.

2. Methodology
2.1. Qualitative
There are two different ways to collect data, depending on the type of research being done, namely
quantitative and qualitative data. Collis and Hussey (2013) mentioned that qualitative data is collected in the
form of words and images. Qualitative data is mainly used for interviews that require non-numerical data.
The tool for collecting data is to use interviews to questionnaire via google forms to save money and time for
both parties compared to face-to-face interviews to collect data. The sample selected for this project is 5
full-time employees from different countries and ethnic groups in the FPT Software and they have been
agreed to by their colleagues and managers for the interview.

Qualitative data are associated with an interpretivist paradigm and are normally short termed and hence,
the result comes with a high level of validity. Moreover, in an interpretivist paradigm, there are no
intentions of quantifying data or analyzing the data statistically, since the emphasis is on the quality and
depth of the data collected, resulting in rich data being collected (Collis & Hussey 2013). The more suitable
approach for this thesis was to choose qualitative data as it is based on an interpretivist paradigm to gather
in-depth information about the employee’s perceptions towards the policies in FPT Software and how they
manage the diverse background.

2.2. Primary research and Secondary research

Primary research is designed to meet unique and specific needs. it can include focus groups, surveys,
interviews, and observations. Primary research aims to answer questions relevant solely to your research.
Primary research gives you a lot of specific results (McCrocklin, 2019).

Secondary research that includes analysis, explanation and summary of the main study, called the secondary
study. In particular, research data obtained from available sources is secondary. Because the available data
has been analyzed and interpreted, the researcher only needs to find the data of his choice and relevant
information for the project. In this type of research, researchers use information collected by government
agencies, associations, media sources, etc. This data is published in newsletters, magazines, encyclopedias
(McCrocklin, 2019).

Primary research is the primary method for directly obtaining details about workplace diversity. However,
there are a few drawbacks to primary research that interviewees may feel uncomfortable with sharing all
information and will hide confidential information, which can lead to researchers will not get the full picture
of what is being asked. The solution would be to combine with secondary research. The combination of both
methods will address each other's shortcomings, helping this study to fully assess the management of
cultural diversity at the company.

2.3. Interview design

Due to the busy schedules of FPT Software employees, I had to use the Google form to send questions to
them to answer when they were free. Questions are asked to get all the relevant information needed. The
interview questions were developed according to Jansari and Anjorin (2018) in the study "Managing Cultural
Diversity at workplace". Open questions were prepared to gain as much information as possible from the
staffs, since more insightful answers was needed to get a broad knowledge of their experiences and
perceptions. Structured interviews are used. Respondents were asked the same questions to easily compare
their experiences and make the most objective and fair assessments. Furthermore, the interviews were
strictly confidential as the staffs were interviewed anonymously. Since the interviews were conducted
anonymously, no names are mentioned and the employees are referred to A, B, C, D and E.

3. Empirical Findings & Analysis

3.1. FPT Software Organizational Structure
The internal operation model of FPT Software is divided into 9 divisions, including: Business development;
Manufacturing; Quality management; Resource Development and Management (RDM); Finance;
Information system; Technology; Support for the Board of Directors and The Sharing Service center. RDM is
composed of HR professionals who perform personnel related tasks in the company such as assisting other
departments, monitoring absences, evaluating, training and developing employees annually. Other
responsibilities of RDM include implementing strategies and promoting new initiatives within the staff,
monitoring and allocating resources for activities (Thanh Nga, 2015).

3.2. Policies of FPT Software

FPT Software practice an internationally oriented company activities where the governance and
management of nationalities is not separated. RDM addresses issues involving international staff to ensure
that there is continual improvement in the program to meet global standards. In 2015, RDM decided to re-
strategize by embracing a no-written policy on cultural diversity, rather, they chose to embrace it through
visible practice within the workplace. FPT Software is an organization that shows internationality
everywhere, in the corridors, workrooms, what is seen in FPT cannot be seen in other companies (Thanh
Nga, 2015).

How the company works are viewed as a competitive advantage and as a strength, which can be seen in the
workroom with all the different nationalities. The RDM believes that the skills and resources are welcomed
along with the international employees. They wanted an international company, and it can be said that they
have succeeded in that, as it can be seen when employees from Viet Nam and people from other countries
are continuously applying to FPT for their diversity cultural (Thanh Nga, 2015).

3.3. FPT Software Recruitment process

First, an analysis will be made of what competent profile is needed for working in areas and there are
strategic discussions taken in the FDM. Secondly, announcements are published and applicants are received.
Recruitment group will decide whether to take all applicants out for review or not, by looking into all
candidates, view their strength and weaknesses then select the best ones. The reviews are then approved by
leadership teams. Lastly, interviews are held with candidates (My, 2016).

3.4. Selected employees at FPT Software

Employees were asked how they felt about the hiring process when choosing FPT Software, both employees
A and D said that the recruitment process was very competitive because it was open to both Vietnamese
and international candidates. On the other hand, Employees C and E think that the management needs to
create better and easier processes for international applications. Employee B says that this process is
different for each position at FPT Software. In general, it can be concluded that employees recognize that
the hiring process is competitive and that there is a need for better processes for international application.

“It is very competitive because there are also local people recruiting. I think local people will be given
priority over foreigners because of the stability and convenience in personnel management for the company”-
Employee D

“This is a very competitive process because it is international. However, I have worked in many multinational
companies, so I am familiar with the way they work. Although the processing time is long, but the wait is
worth it for you to have a good job in Vietnam”- Employee A

“I think that depending on the severity and urgency of the position in the company, there are different
processes. I was accepted to work after 2 weeks of waiting because the position was vacant for too long.
However, my colleagues have to wait about 2 months to receive the confirmation email from FPT” -
Employee B

“Their long hiring process wasted my time while I desperately needed a job to support my life. I had to wait
more than 2 months to get in here”- Employee C

“They need to create better processes for international profiles”- Employee E

Employees were also asked why they chose FPT Software. Nearly all employees had a variety of options
before choosing FPT Software and they chose this company based on different aspects. Employee A
expressed his interest in the Middle East countries because wages. Employees B, D and E said that the job
content in FPT was very attractive and employee C explained that FPT has a sustainable operation
orientation with young team. Based on the answers, it can be said that employees chose FPT Software
because of its interesting content and what it offers.

“I chose FPT because the accompanying preferential policies of the FPT system support foreigners better
than other companies”- Employee D

“UAE companies offer high salaries but I'm concerned about terrorist attacks. After a lot of time I got to
know Vietnam and FPT. They are a leading corporation here. Although the salary is not high, I'm satisfied
with Vietnamese politics”- Employee A

“I have been invited by many companies in Vietnam but their content is not as diverse as that of FPT so I
chose it”- Employee B

“I chose FPT Software because I want to work with Vietnamese friends who have studied at FPT University.
We are young, enthusiastic and dynamic people”- Employee C
 “I was introduced by a friend here. Moreover I also like this job”- Employee E

3.5. Diversity Management and Employee’s Perception of Cultural Diversity at FPT Software
Regarding cultural diversity, employees are asked whether they know the company's policies towards them.
No employee knows any written policies related to diversified management. Employee A is aware of the
basic aspects of respecting others. Employee B has not been in any situation of cultural conflict, because B
has never been treated differently from other people. However, B believes that FPT takes action if any issues
occur with ethnic equality. Employee C do not receive information regarding any policies. All respondents
stated that there was no tangible policy to follow at FPT.

“I don't know any rules for diverse nationalities. I feel friendly with Vietnamese people. Everyone in company
respect each other and especially they are not racist” Employee A

“I don't know if there is a fair policy or not but I believe that if I encounter any cultural differences issues, the
company will solve it. Besides, I have not been in a situation of ethnic discrimination” Employee B

“I dont know”- Employee C

Because there are employees from many different countries and different working cultures in the same
department, problems can occur for many reasons. Therefore, respondents were asked whether they
experienced any cultural differences, and how they resolved them. Employee A is used to working with
people from different countries and realizes that there are differences in each country. If a problem arises, A
will consult with other colleagues. Employee B had problems with the English language, because everyone
spoke in different accents. B also added that people have different gestures, such as hand gestures, that can
be misinterpreted by people from different countries. Employee C wishes to have a formal process for
training on cultural diversity. In addition, C wants to connect more with people to minimize cultural
problems. By looking at the answers, if any problems happen to colleagues, all employees say they will talk
to each other to solve the problems.

"With my experience working in culturally diverse companies, I always ask my colleagues about cultural
differences before asking managers"- Employee A

"I often have trouble with different English intonations and especially hand gestures that vary between
country. This made me learn from my colleagues more"- Employee B

“I often have problems with cultural differences between countries and I often openly talk to my colleagues
about this issue. However, I also hope that everyone should be close to each other to help each other
understand so that there is no difference in the company environment"- Employee C
Employees were also asked about their relationship with other employees, whether they have any social
interactions with each other. The responses were all positive and all of the employees have a good
relationship with their colleagues, they spend time with them, have lunch together sometimes, along with
other activities created by them or the company.

"We are very close"- Employee D

"We have lunch together at the company"- Employee E

"I usually go out to eat with colleagues after work" Employee B

Because the interviewed employees come from different countries outside Vietnam, they were asked if their
opinions were welcomed by managers and other employees in the company. Both C and E say that there are
formal meetings where employees can offer different types of issues for improvement. Employee A said that
the system was built in a certain way so he did not often give opinions.

"I think everyone's opinions are always welcome. The company has been doing well so I don't have much
opinion"- Employee A

"Everyone listened to each other's opinions in official meetings including the superiors"- Employee C

"I often give my opinions in meetings to improve results for work. Everyone respects the opponent's opinion
and discusses vigorously"- Employee E

When I asked whether the staff had any recommendations related to the management of cultural diversity
at FPT Software. All employees agree that the company should take action and help them more. Staff B
mentioned that it is good to work with a diverse workforce, where people combine different ideas and ways
of working. Staff B, C and D said it was important to connect with other Vietnamese colleagues. C also added
that they should learn more about each other, about Vietnamese and vice versa. Employees C and E
mentioned that there should be many events provided by the company and the language should be
consistent everywhere. Staff A and D added that although the policy cannot be seen, FPT is a very open
company.

"Although FPT is an open company, I still want it to have more formal policies to support international staff"-
Employee D

"FPT is an open company. Everyone always helps each other at work. However, I still want the company to
have more support policies"- Employee A
 "It's good to work in a dynamic environment, with diverse nationalities with many different ideas. The basic
thing is that people understand each other and the company should have policies to help people get closer"-
Employee B

"FPT should have policies to help people be closer to one language at the company because sometimes
people use Vietnamese in the meeting"- Employee C

"The company should organize many team-building sessions to improve the teamwork"- Employee E

Based on the answers, it can be inferred that there are some areas where management has to improve, but
employees still prefer to work at FPT Software.

3.6. Support from FPT and HRM

When I asked the employees whether they received any support from the company. The employees once
again had different answers regarding this matter based on their experiences. Employee A and D said that
they did not receive much help from FPT, but instead got help from other colleagues who has been working
at the company longer. While, Employee C mentioned again that there was a lot of help from the tutor,
however, this was not a formal process. On the other hand Employee B believed that there is help for them
who seek it.

"Yes I often get help from a manager. Besides, I also consulted from my colleagues"- Employee D

"When I first joined the company, my kind colleagues helped a lot"- Employee A

They were further asked whether the employees refer to the HR department when they seek help. Most
employees replied that they received no help from the HR either. Employee A did not receive any assistance
from them, especially with the housing problems, the HR said that accommodation issues are personal
problems, and have to deal with them by themselves. On the other hand, Employee B has no contact with
HR daily, HR is only accessible when B wants leave or other reasons.

"No, I have been to the human resources department for housing assistance, and the HR department
responded that it was a personal problem and had to resolve itself. I was later helped by a colleague to find a
home. From then on, when I was having problems, I often asked my colleagues before putting it up for
manager and RDM"- Employee A

"They need a lot of time to get an answer to the question I have, but they give me a denial of reason very
quickly when I want to ask for extra leave or I'm late for work"- Employee B
About whether the staff knows where to seek help if they have any problems. Employees C and D mentioned
that they first talked to their colleagues and then brought the matter to the manager and finally to RDM.
Employee C and E add that they are not always seeking help, but they know that management is aware of
some problems and knows that they will improve in the future. Employee B knows that there are different
levels of help seeking, there are different colleagues to approach for different types of problems. Besides, D
receives help from the manager. Based on the answers, employees know where they can go to get help, but
not a lot of help from the company and most get the help of colleagues.

"I often get help from a manager. Besides, I also consulted from my colleagues"- Employee D

"I often ask for help from colleagues depending on their ability. If they can't help me, I will take it to RDM"-
Employee B

"I do not always bring them to the manager because I know that they have also recognized the problem, but
the time taken to solve it is very long and almost no effect. So I usually talk to my colleagues before giving
problems to RDM"- Employee C

"I do not always bring the problem to RDM because they are difficult to contact. They only care if I quit job
or not. So I always consult my colleagues first"- Employee E

4. Recommendations
There are recommendations for the human resource and managers towards managing cultural diversity at
FPT Software.

The management are recommended to have a more effectively communicated structure, which will make
significant emphasis on cultural diversity within the workplace as well as be a reminder of the
Internationalization nature of FPT. Employees should to understand the different cultures of people within
their environment in order to avoid misinterpretations or culture clashes.

Management is aware of a number of issues and considers all issues, but there is a delay in resolving the
issue. It is important for management to raise their awareness of cultural diversity, linguistic, training and
development, communication in the working environment. In addition, the company can provide more
social events to promote cross-cultural of countries to motivate employees to achieve better productivity
and positive results.

5. Conclusions
RQ1: Do current HRM policies promote the diversity in FPT Software?

FPT Software and HRM operate under an intentional non-policy rule on cultural diversity. This is a way to
repeat the old policies. This repeat strategy has not helped the company achieve positive results because in
fact, employees receive more help from colleagues than from HRM. Therefore, it can be concluded that
HRM policies do not promote cultural diversity because all issues are handled differently and there is no
structured process for employee management.

RQ2: How is cultural diversity management perceived by employees at FPT Software?

Based on this research, I found that Cultural diversity is a topic that is well understood by the management
and employees at FPT Software. The company has strategic method they follow in terms of recruiting
diverse people to maintain its international standard. However, the study also reveals that there is no
unification in terms of how diversity is being perceived. The polices that are associated with diversity are not
entirely provided by the management within the work environment.
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Appendix
Interview Questions

1. What are your thoughts about FPT Software recruitment process?

2. Why did you choose FPT Software?

3. What do you know about FPT Software policies about cultural diversity?

4. How do you seek support/help?

5. How do you tackle the cultural differences?

6. Do does the FPT Software’s HR lend support/assistance?

7. What is your relationship with other employees, what type of social interaction exists?

8. How are your opinions welcomed by the people around you or the company?

9. Any recommendation about managing cultural diversity in your workplace?