04. Cultural Differences and Employee Motivation during the Onboarding Process
NethmeeSW
Introduction
Workplace diversity is one common thing we discuss in this era. However, there should be ways to deal with the issues as well as the benefits of this concept. The first point a company meets the employee would be the first day at orientation and then throughout the onboarding process. It is the best time to practice something which will motivate and also makes the employee feel comfortable. Therefore, first, we need to understand cultural diversity and effective ways to manage these new employees in the organization.
What is Culture?
We all have different beliefs. However, some of them are common to a particular community. This can be either because humans are adaptable or trying to stay in peace. Let us see what culture is defined today.
House et al. (2020) define culture as patterned ways of thinking, sensing, and responding that establish and characteristic way of life of a set of people as cited in Tian, et al. (2018) review. A similar way of thinking as a group makes a culture. Thus, these people tend to feel alike and their reactions would be the same. Further, Giavazzi, et al. (2019), states that there are two types of transmissions in culture named as vertical and horizontal. The vertical transmission is when the children get inherited beliefs and norms from the parents. It can be conservative and affects the long term. Horizontal transmission occurs when children go outside, to the society. This can be changed depending on the receiver. Immigrants likes to pass on their own culture even if they live in another country. This might be different in the new generations.
Video 1: What is Culture?
Globalization and migration have led to workplace diversity in a wider range. Assume Sri Lankan Muslim person working in a state bank. This would be a more localized situation than us working in a South Arabian country. The reason is that the Sri Lankan Muslim has been inherited or has the vertical transmission of local culture. The situation is very different when a person migrates. Therefore, the culture is categorized according to the country a person lives in.
According to Barbosa, et al. (2022), the attention on cultural dimensions is high in international business studies. One of the famous and effective theories has been created through the Globe Project targeting two sets of groups. Hofstede innovated the cultural dimensions and its differences in countries around the world. The Hofstede Insights (2023) website has the “Country Comparison Tool” to represent the cultural dimension in each country. The following graph will show the Hofstede Cultural Dimensions for Sri Lanka and the United States.
Figure 1: Cultural Dimensions of SL vs US
|
Dimension |
Sri Lanka |
Unites States |
|
Power
Distance: |
Ø
High score of 80, ØA
relatively hierarchical society. ØOrganizational
hierarchy reflects inherent inequality, centralization is popular,
subordinates expect to be told what to do, and the ideal boss is a generous
autocrat. |
Ø
A low score of 40 Ø
Everyone is equal. Ø
Standing up for equal rights. Ø
Decentralized management. |
|
Individualism: The main
issue of this dimension is the degree of interdependence of the members of
the society. It refers to whether people's self-image is defined by the
concept of "I" or "we". In individualistic societies,
people should only care about themselves and their loved ones. In
collectivist societies, people belong to "groups" that look after
them in exchange for loyalty. |
ØA low score
of 35 ØA
collectivist society. I Øt is
reflected in a close and long-term commitment to a member's
"group," be it family, extended family, or extended relationship. ØLoyalty in
a collectivist culture is paramount and overrides most other social rules and
regulations. ØPromotes
strong relationships where everyone is responsible for their group. ØInsulting
leads to shame and loss of face. ØEmployer-employee
relationships are viewed morally (as a family bond) ØHiring and
promotions are based on supervisors and management. |
ØAmerica's
premise of "liberty and justice for all." ØHierarchy
is set up for convenience, superiors are accessible, and managers rely on
individual workers and groups for their expertise. ØBoth
managers and employees look forward to receiving advice and information is
often shared. ØCommunication
is informal, direct and inclusive to a certain extent. ØThe society
is loosely connected, where it is assumed that people only care about
themselves and their loved ones and cannot rely (too much) on the support of
the authorities. ØAmericans
are used to doing business with or dealing with people they do not know well. ØIn the
business world, employees are expected to be self-sufficient and proactive. ØHiring,
promotion and decisions are based on achievements or evidence of what a
person has done or can do. |
|
Masculinity: A high score
(masculine) on this dimension indicates that society is driven by
competition, achievement and success, and success is determined by the
winner/the best in the field - a value system that starts in school and
continues throughout a person's life in the organization. A low score
in the (Feminine) dimension means that the dominant values in society care
about others and quality of life. A female society is one where quality of
life is a sign of success and standing out from the crowd is not something to
be admired. The main question here is what motivates people, the desire to be
the best (masculine) or to like what you do (feminine). |
Ø
A very low score of 10 Ø
A feminine society. Ø
"Working to live" Ø
Managers strive for consensus, people value
equality, solidarity and quality in their working life. Ø
Conflicts are resolved through compromises and
negotiations. Ø
Incentives such as time off and flexibility
are preferred. Ø
The focus is on well-being and status is not
displayed or emphasized. |
ØHigh score
of 62 ØReflected
in typical American behavior. ØBehavior at
school, work and play is based on the shared values that people should
"strive to be the best they can be" and that "the winner takes
it all". As a result, Americans
freely flaunt their "successes" and achievements in life. ØSuccess in
itself is not a great motivator in American society, but the ability to
demonstrate success is. Ø"can
do" mentality that creates a lot of dynamism in society because it is
believed that there is always an opportunity to do things better. Ø"Live to work" Ø Many white-collar workers move to a nicer area after every major promotion. |
Source: Adapted from Hofstede Insights (2023)
The above Table 1 represents the three main cultural dimensions I have picked for this article. Organizations should analyse these cultures and act accordingly. The onboarding process in different countries should be different as their expectations are not similar.
In Sri Lanka, the employees might expect a warm welcome and belongingness than the employees in the US. The masculinity of the US is very high where as the employee does not care about the organizational culture. They focus on what is given to them. The individualistic employees will work to earn and live their individual life. However, the situation is different in Sri Lanka. They "work to live" and have a good relationship with their employer.
Conclusion
The onboarding process is the first point of the employee with the organization. The anticipated welcome from the organization would differ from one employee to another. However, culture plays a major role in their beliefs and expectations. Hofstede cultural insights argue that every country has its own culture and the Globe Project has found the difference with the support of four dimensions in the original theory. Those dimensions are Individualism vs collectivism, masculinity vs feminism, uncertainty avoidance and power distance.
According to the literature found, the target of motivating employees can be done using these cultural aspects. Therefore, we need to understand the importance of knowing the culture to adapt and make a new onboarding process when dealing with across-cultures.
References
Barbosa, D. E., Ramirez, A.
& Paramo, J. S., 2022. The Effect of Cultural Orientations on Country
Innovation Performance: Hofstede Cultural Dimensions Revisited?. Sustainability,
14(10), p. 5851.
Available at: https://www.mdpi.com/2071-1050/14/10/5851
[Accessed 16 August 2023].
Giavazzi, F., Petkov, I. & Schiantarelli, F.,
2019. Culture: Persistence and evolution. Journal of Economic Growth, Volume
24, pp. 117-154.
Available at: https://www.nber.org/system/files/working_papers/w20174/w20174.pdf
[Accessed 11 August 2023].
Hofstede, 2023. Hofstede Insights. [Online]
Available at: https://www.hofstede-insights.com/country-comparison-tool?countries=sri+lanka*%2Cunited+states
[Accessed 15 August 2023].
Tian, M., Deng, P., Zhang, Y. & Salmador, M. P.,
2018. How does culture influence innovation? A systematic literature review. Management
Decision, 56(5), pp. 1088-1107.
Available at: https://www.researchgate.net/profile/Ping-Deng-8/publication/326281785_How_Can_Culture_Affect_Innovation_A_Systematic_Literature_Review/links/63137b801ddd44702131a98e/How-Can-Culture-Affect-Innovation-A-Systematic-Literature-Review.pdf
[Accessed 14 August 2023].
A very good and a comprehensive article to read. This article underlines the significance of workplace diversity and its problems, highlighting the importance of recognizing and implementing solutions to negotiate its intricacies. It emphasizes the importance of initial contacts in fostering an inclusive atmosphere, particularly during orientation and onboarding.
ReplyDeleteThe declaration advocates for good cultural diversity management, teamwork, and open communication channels.
Organizations may leverage the benefits of a diverse workforce by incorporating cultural awareness into every stage of the employee experience, contributing to creativity, employee well-being, and overall organizational success.
This comment has been removed by the author.
ReplyDeleteA very good and a comprehensive article to read. The statement underlines the significance of workplace diversity and its problems, highlighting the importance of recognizing and implementing solutions to negotiate its intricacies. It emphasizes the importance of initial contacts in fostering an inclusive atmosphere, particularly during orientation and onboarding. The declaration advocates for good cultural diversity management, teamwork, and open communication channels. Organizations may leverage the benefits of a diverse workforce by incorporating cultural awareness into every stage of the employee experience, contributing to creativity, employee well-being, and overall organizational success.
DeleteHi Nethmee.Your article emphasizes the need of cultural diversity understanding and adaptation during the onboarding process. When working with different cultures, you underline the significance of developing a new onboarding process and understanding the need for cultural awareness and adaptation.
DeleteOverall, your response provides a comprehensive examination of workplace diversity, cultural elements, and the implications for onboarding processes. It communicates effectively the importance of cultural sensitivity and adaptability in order to establish a friendly and effective work environment for personnel from varied backgrounds.
Hi Nethmee, Your article underscores the importance of appreciating cultural diversity during an employee's onboarding process. It begins with definitions of culture, citing House et al. (2002) and Tian et al. (2018) to explain the collective behavioral patterns that typify a group. Giavazzi et al. (2019) introduces two types of cultural transmissions: vertical and horizontal. The piece then transitions to the practical implications of these differences, spotlighting the influence of globalization on workplace diversity. Using Barbosa et al. (2022) and the Hofstede Insights (2023) as primary references, the article contrasts cultural dimensions between Sri Lanka and the United States. The analysis reveals divergent cultural expectations in workplace settings, with Sri Lankan employees valuing community and belonging, while American workers exhibit a more individualistic, achievement-oriented approach. The article concludes by stressing the necessity for organizations to tailor their onboarding processes according to these cultural nuances to ensure effective employee integration. Good read!!
ReplyDeleteThank you Amal. I am glad to know that you have learned from my article. The work of House et al. (2020) explains what culture is. We need to accept different cultures to promote diversity in the workplace. Most of the HR practices must be ethical which usually brings up with cultural values. Therefore, I have used this aspect for onboarding process as it is my main aim of this blog.
DeleteAgreed, Cultural dimensions have gained prominence in international business studies. Hofstede's cultural dimensions, a product of the Globe Project, offer insights into the cultural differences between countries. This tool facilitates a better understanding of how cultures differ in terms of power distance, individualism, and masculinity (Hofstede Insights, 2023). For instance, the comparison between Sri Lanka and the United States reveals significant variations in power distance, individualism, and masculinity.
ReplyDeleteYour writing on the blog is truly impressive. I'm learning so much!
ReplyDeleteYour writing on the blog is truly impressive. I'm learning so much!
ReplyDeleteNavigating cultural differences during onboarding is crucial for fostering a motivated workforce. Acknowledging diverse perspectives, communication styles, and values ensures an inclusive experience. Tailoring the onboarding process to resonate with varied cultural backgrounds enhances engagement and reduces misunderstandings. By promoting cross-cultural understanding and offering opportunities for cultural integration, organizations can inspire new employees and set the foundation for a harmonious and motivated work environment.
ReplyDeleteNice article and a good read.
According to Tenney (2023), Culture plays an important role in employee motivation because of its impact on the employee experience.
ReplyDeleteFurthermore, culture plays an important role in employee motivation and onboarding. When organizations understand the cultural dimensions of a country, they can adapt their onboarding process to meet the needs of new employees from that country.
For example, in a collectivist culture, it is important to emphasize the importance of the team and to give new employees opportunities to get to know their colleagues. In a high uncertainty avoidance culture, it is important to provide new employees with clear and concise information about the company and their role.
So when it comes to onboarding I strongly believe that by considering the cultural dimensions of a country, organizations can create a more positive and successful onboarding experience for new employees from all over the world.
Hi Nethmee,
ReplyDeleteOne of the most important aspects of onboarding is helping new hires build social and professional connections with their colleagues, managers, and other stakeholders. This can help them feel part of the team, the culture, and the organization, and enhance their sense of belonging and engagement. Foster social and professional connections by organizing virtual or in-person events, activities, and meetings that allow new hires to interact with others, share their ideas and insights, and learn from each other. Encourage collaboration, communication, and feedback among the new hires and their peers, mentors, and leaders.
Great article on cultural differences and their impact on employee motivation during the onboarding process! It's fascinating to see how culture shapes our beliefs and expectations, and your exploration of cultural dimensions, as outlined by Hofstede, provides valuable insights. Understanding the variations in power distance, individualism-collectivism, and masculinity-femininity between countries can indeed guide organizations in tailoring their onboarding approaches to ensure a warm welcome and a sense of belonging for their diverse workforce.
ReplyDeleteA question that comes to mind after reading your article is: How can organizations strike a balance between adapting their onboarding process to cultural differences while still maintaining a cohesive company culture that aligns with their values and goals?
Navigating cultural differences during employee onboarding is crucial in a global context. This insightful article delves into the significance of cultural diversity and its impact on employee motivation. The Hofstede Cultural Dimensions comparison between Sri Lanka and the United States vividly demonstrates the variations in power distance, individualism, and masculinity. Recognizing cultural nuances, especially in terms of expectations, relationships, and work-life balance, offers a key strategy for tailoring effective onboarding processes. As organizations operate within diverse cultural landscapes, understanding and integrating cultural awareness into onboarding practices ensure a smoother transition for employees and a stronger connection to the organizational ethos.
ReplyDeleteHi Nethmee,
ReplyDeleteThe need for cultural diversity understanding and adaptation during the initialization process is highlighted in your article. One important way to cultivate culture is to start from the beginning. Helping your new hires understand company culture will help them fit in, and employees that feel like they fit are more likely to stay. Companies that focus on developing and maintaining a healthy culture have been found to enjoy 40% higher employee retention. Employees that relate to and believe in their company’s mission and value will not only be happier, but more productive as well. (hibob.com)
Your article on cultural differences and employee engagement is a must-read in today's globalized work environment. The way you've explained how cultural nuances can affect engagement levels is enlightening. I appreciate the practical tips you've provided for managers to be culturally sensitive while fostering engagement. This is especially important for multinational companies where the workforce is diverse. How can organizations train their managers to be more culturally competent?
ReplyDeleteThe blog post offers a thorough analysis of how cultural diversity influences the onboarding process in workplaces. It introduces workplace diversity's significance and its challenges, stressing the need to address both. The definition of culture is well-supported with relevant sources, including House et al. (2002) and Giavazzi et al. (2019). The Hofstede Cultural Dimensions model is well-explained through a graph and tables, highlighting cross-country cultural variations. The conclusion effectively underscores culture's role in shaping onboarding and proposes adapting strategies for different cultures. To enhance, real-world examples could illustrate practical implementation. Overall, the post insightfully addresses culture's impact on onboarding.
ReplyDeleteThis article provides a clear and comprehensive exploration of cultural dimensions and their impact on the onboarding process. It's great to see how culture influences employee expectations and behaviors, shaping the way organizations should approach onboarding. Understanding these differences can lead to more effective and tailored onboarding experiences.
ReplyDeleteThis article provides a clear and comprehensive exploration of cultural dimensions and their impact on the onboarding process. It's great to see how culture influences employee expectations and behaviors, shaping the way organizations should approach onboarding. Understanding these differences can lead to more effective and tailored onboarding experiences.
ReplyDeleteGood article with analyses and interesting. Cultural differences significantly impact employee motivation during the onboarding process. Organizations must respect and adapt communication styles, expectations, recognition, rewards, training methods, and inclusivity to create an inclusive environment. Aligning expectations with cultural preferences and tailoring recognition and reward systems can boost motivation and engagement. Also, Cultural variations can affect how individuals prefer to learn and acquire new skills. Researchers like Hofstede and Bond (1988) have explored cultural dimensions related to learning preferences. Recognizing and accommodating these preferences in training methods can enhance motivation and learning outcomes during onboarding. Furthermore, Different cultures have different communication styles. For instance, some cultures value direct and explicit communication, while others prefer indirect and context-rich communication. A study by Gudykunst and Kim (2003) highlights the importance of understanding these cultural variations in communication to facilitate effective onboarding and employee motivation.
ReplyDeleteYour material, which is backed up by links to Hofstede's cultural dimensions, offers insightful information about the significance of cultural variety in the onboarding process. You successfully draw attention to the cultural distinctions between Sri Lanka and the US, highlighting how these variations may affect new hire expectations. Your discussion of culture gains depth thanks to your references to Giavazzi et al. (2019) and House et al., 2002. Overall, this essay presents a thoroughly researched viewpoint on the importance of culture in the onboarding process and its role in fostering a friendly and inclusive workplace.
ReplyDelete