An Assignment on

Cultural Environment and HRM practices

COURSE: Human Resources Development in Disaster Management CODE: DMC 310

SUBMITTED TO

Md. Juel Mia

Assistant Professor

Institute of Disaster Management and Vulnerability Studies (IDMVS)

University of Dhaka

SUBMITTED BY

MD. SHEFAT RUHANE SHUVO

ROLL NO: 41, BATCH: 8th

Bachelor of Disaster Management

Institute of Disaster Management and Vulnerability Studies (IDMVS)

University of Dhaka

Date of Submission: 25 May 2023

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 ABSTRACT

This study looks into how organisational practises for human resource management (HRM) and
the cultural environment interact. The goal is to investigate the effects of cultural elements on
numerous facets of HRM, including as hiring, development, performance evaluation, leadership,
communication, and conflict resolution. The research explores the effects of cultural diversity on
HRM practises as well as the difficulties and solutions related to incorporating cultural
considerations into HRM, drawing on ideas like Hofstede's Cultural Dimensions, Trompenaars'
Cultural Dimensions, and the GLOBE research. The results highlight how crucial it is to
acknowledge and value cultural diversity in order to improve organisational effectiveness and
worker engagement. The research also emphasises the requirement for culturally appropriate
methods of hiring, training, performance review, leadership, communication, and conflict
resolution. It does, however, recognise its flaws, including sampling bias, self-report bias, and the
complexity of cultural dynamics. It is advised to do more study to confirm and build on the findings
in other organisational contexts and cultural situations. The findings of this study support the
development of diverse and inclusive workplaces, employee engagement, and enhanced
organisational performance.

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 TABLE OF CONTENTS
CHAPTER 1: INTRODUCTION 4
1.1 Objectives of the study 4
1.2 Research questions 5
1.3 Motivation of the study 5

CHAPTER 2: THEOROTICAL APPROACHES 5

CHAPTER 3: RESEARCH METHEDOLOGY 6

3.1 Data Collection 6
3.2 Data analysis 7
3.3 Limitations 7

CHAPTER 4: FINDINGS 8

CHAPTER 5: DISCUSSION 8

CHAPTER 6: CONCLUSION AND RECOMMENDATION 9

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CHAPTER 1: INTRODUCTION
Culture is influenced by an individual's principles, opinions, mindset, fascination with science and
the arts, modes of thinking, concepts, and behaviours. In this regard, culture defines how an
individual interacts with their environment, actions, thoughts, and views, all of which affect how
well they get connected to the people around them. Things were significantly easier to handle when
there was a less diversified workplace. Globalization, nevertheless, has radically altered the
context and brought to light the cultural disparities within the organisation which influence the
way it performs. Cultural disparities have a significant impact on human resource practises
including recruitment, selection and development (MacDonald 2013).
Although there is strong evidence to indicate a connection between corporate culture and
performance, this connection is still debatable and may encounter opposition. Every situation calls
for an alternate set of strategies, and the culture of an organisation is truly assessed by how
successfully it responds to these tactics. In order to ensure that its subsidiaries, which operate in
different national cultures, have corporate cultures that are favourable to seamless execution,
especially HRM strategy, MNC pays significant attention to this.
The socio-cultural component that makes up the surroundings as well as its connections to human
resource management (HRM) have been researched by a number of academics. The following is
a quick overview of the research done by earlier researchers for this study. According to
Aswathappa's (1997) HRM model, many HR activities are related to skilled and willing staff and
can assist the organization to achieve its objectives. The model also takes the environment into
account, demonstrating that the HR function does not exist in an empty space. Numerous factors,
both internal and external, including financial, technical, legislative, socio-cultural, organisational,
and professional circumstances, have an impact on how successful HR practises are. Since
surroundings plays a significant role in the HRM Model, it would be advantageous to clarify the
meaning of the concept and how it influences the results of HRM practise. In his ARDM Model,
Ivancevich (2008) focused on aspects of the surroundings both inside and outside and their
immediate and long-term impacts on HRM outcomes.
There are at least two reasons why it is crucial to research how cultural variations affect HRM
practices and policies in the relevant literature and practice. On the one hand, organisations have
found it challenging to develop and implement unique HRM practises and policies that handle
cross-cultural difficulties as a result of the internationalisation of the global economy, which has
increased cultural diversity (Napier et al., 1995; Ricks et al., 1990).
This study explores how organizational practices for human resource management (HRM) and the
cultural environment interact. This study aims to examine how cultural diversity affects hiring
practices and the value of encouraging inclusion in HRM practices.
1.1 Objectives of the study

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The purpose of this study is to ascertain the fatal drowning load in Bangladesh and the risk factors
associated with it. The following are the goals of the study:
a. To investigate the connection between cultural factors and organizational human resource
management (HRM) practices.
b. To investigate the connection between organizational human resource management (HRM)
practices and the cultural setting.
c. To assess the value of cross-cultural training and the impact of cultural elements on training and
development initiatives.

1.2 Research questions

a. How does the cultural environment influence human resource management practices in diverse
organizations?
b. What are the key challenges and strategies for integrating cultural diversity into human resource
management practices?
c. What is the impact of cultural factors on leadership styles and their implications for effective
human resource management practices?
1.3 Motivation of the study
The goal of this study is to better understand how cultural factors and methods of human resource
management interact. This research attempts to offer insights into how businesses may
successfully manage their varied workforce by evaluating the impact of cultural aspects on several
HRM areas such as recruiting, training, performance evaluation, leadership styles, communication,
and conflict management. In addition to examining measures to foster inclusion and cultural
competency within organizations, the study aims to highlight the potential and problems connected
with incorporating cultural diversity within HRM practices. The goal of this study is to help
develop HRM practices that are responsive to cultural differences, improve organizational
performance, and provide a happy work environment for employees from a variety of cultural
backgrounds.

CHAPTER 2: THEOROTICAL APPROACHES

The issue of cultural environment and human resource management techniques may be addressed
by a number of pertinent theories. Geert Hofstede created the Hofstede's Cultural characteristics
Theory, which outlines a number of cultural characteristics, including individuality against
collectivism, power distance, uncertainty avoidance, and masculinity versus femininity. This
theory sheds light on how cultural influences affect several aspects of HRM, including as

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leadership traits, communication methods, and decision-making procedures (Hofstede’s Cultural
Dimensions Theory n.d.).
The GLOBE (Global Leadership and Organizational Behavior Effectiveness) Study research
initiative looked at how cultural differences affected organizational practices and leadership
philosophies in various nations. It recognized cultural traits including charismatic/value-based
leadership, a focus on the team, and an eye towards the future, among others. This idea sheds light
on leadership and management techniques that are suitable for a particular cultural setting (Global
leadership and organizational behavior effectiveness (GLOBE 2020) - Human Resource
Management and Organizational Behavior n.d.).
Geert Hofstede's Cultural Dimensions and Edward T. Hall's High-Context and Low-Context
Communication are just two communication theories that help us understand how cultural factors
affect communication patterns and styles. These concepts facilitate the development of workable
cross-cultural communication strategies for HRM procedures (Cross Cultural Communication
2014).

CHAPTER 3: RESEARCH METHEDOLOGY

3.1 Data Collection
We will employ primary sources of data to perform this study in order to collect information that
is essential to our conclusions. Field surveys will have gathered the primary data. Five
organizations or companies will be visited in order to conduct this study, and data from 20
respondents will be gathered.
The following questionnaire will be used to gather data:

Name of the responders

Age

Home district

Are there specific cultural factors that are taken into account when
hiring employees?

Have you received cross-cultural training in your organization?

How effective do you perceive the cross-cultural training programs

in enhancing your understanding of different cultural perspectives?

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 Are there specific training programs designed to address cultural
differences in communication and collaboration?

How do cultural factors impact the performance appraisal process

in your organization?

Do you believe the performance appraisal process is fair and

unbiased across different cultural groups?

Are there different leadership approaches for managing diverse

teams?

How effective do you think the organization is in promoting

culturally sensitive leadership practices?

Are there challenges in understanding and interpreting messages

across different cultural backgrounds?

How are conflicts and disagreements managed considering cultural

factors?

Are there specific initiatives or programs to foster a culturally

inclusive environment?

How do employees from different cultural backgrounds feel

included and valued within the organization?

How well do you believe your organization manages cultural

diversity in HRM practices?

What improvements or changes would you suggest to enhance

cultural sensitivity and inclusivity within HRM practices?

3.2 Data analysis

The qualitative content analysis technique will be employed in this case to acquire data. In order
to get feedback from the participants, we will conduct a face-to-face survey with them. In order to
conduct this survey, Google forms were used online. We will be able to obtain the pie chart
produced by the survey.
3.3 Limitations
When conducting this study, several limitations may be encountered. These limitations include:

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 • Generalizability: Given that cultural dynamics and HRM practices might differ greatly
between settings, the study's conclusions might not be completely generalizable to all
organizations or industries. The findings of the study could be more relevant to particular
markets, areas, or organizational setups.
• Sample Bias: It's possible that the study's sample didn't accurately reflect the population of
interest's diversity. The external validity of the results might be hampered by convenience
sampling techniques or self-selection biases that result in a sample that is not actually
representative of the total population.
• The study uses self-reported data, which might be biased due to social desirability bias or
recollection bias. Participants could give answers they think are anticipated or struggle to
remember certain HRM procedures or experiences.
• Limited Coverage: The study's coverage of all facets of the cultural environment and HRM
practices may not be practicable due to the topic's scope. As a result, some topics or
particular cultural aspects might not get enough consideration or attention.
• Time and Resource Restraints: Adequate time and resources are needed to conduct a
thorough study on the cultural environment and HRM practices. The capacity to gather
substantial amounts of data or carry out in-depth studies may be constrained by limitations
in these areas.

CHAPTER 4: FINDINGS

CHAPTER 5: DISCUSSION

CHAPTER 6: CONCLUSION AND RECOMMENDATION

This study investigated how cultural context and human resource management (HRM) practices
interact. Numerous areas of HRM, like as recruiting, growth, performance evaluation, leadership
styles, communication, and conflict resolution, are highly impacted by cultural influences. To
effectively manage a diverse workforce and foster an inclusive workplace, organizations must
comprehend and incorporate cultural issues into HRM practices.
The results emphasize the significance of embracing cultural diversity in recruitment strategies,
tailoring training curricula to account for cultural differences, implementing culturally sensitive
approaches to performance appraisal and feedback, adapting leadership styles to various cultural
contexts, and encouraging effective cross-cultural communication and conflict management.
Organizations may increase employee engagement, encourage inclusion, and improve overall
organizational performance by taking the cultural environment into account.
It's crucial to recognize the limits of this study, though. Due to the unique setting and sample
employed, the findings may not be as generalizable as they may be. The interpretation of the data

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might potentially be impacted by self-report biases and the complexity of cultural dynamics. In
order to validate and build upon the findings of this study, more research is required to investigate
the subject in other organizational contexts and cultural situations.

CHAPTER 7: REFERENCES
Anon (2014) Cross Cultural Communication [Internet]. Available from
https://www.communicationtheory.org/cross-cultural-communication/.
Anon (n.d.) Global leadership and organizational behaviour effectiveness (GLOBE 2020) - Human
Resource Management and Organisational Behaviour [Internet]. Available from https://www.uni-
bamberg.de/en/bwl-pm/research-chair-hrm/flexibilisation-of-work-and-work-behaviour/globe/.
Anon (n.d.) Hofstede’s Cultural Dimensions Theory [Internet]. Available from
https://corporatefinanceinstitute.com/resources/management/hofstedes-cultural-dimensions-
theory/.
Aswathappa, K. (2005). Human resource and personnel management. (2nd edition). New
Delhi:Tata McGraw-Hill Education.
Ivancevich, J. M. (2008). Human Resource Management, (10th Edition). New Delhi: McGraw-
Hill, 7-9, 49.
MacDonald, R. (2013) Cultural Impact on Human Resource Management.
Napier, N. K. et al. (1995), “The Role of the International Human Resource Manager: Managing
from the Outside and the Inside”, in Ferris, G. (ed.) Handbook of Human Resources Management.
Oxford: Basil Blackwell, pp. 217-242

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