Due to globalization, many organizations are employing workers from diverse cultural backgrounds. Therefore, it is essential to come up with a middle ground which encompasses the best from all cultural perspectives (Patel, 2007). In developed countries, which have people from culturally versatile backgrounds either permanently settled or working as expatriates (such as in the United States, Britain, and Netherlands), people tend to be more open in public and their work places but are rather reserved and protective in terms of their personal space (Robert & Jackson, 2010).
On the other hand, people from diverse cultures relate cautiously in public but are very open in their private lives. As such, there are employees, for instance, those from East Asian and Arabic countries who may not be willing to expose their personal problems, hopes, and aspirations to outsiders (Patel, 2007). Therefore, managers should get an acceptable way of approaching such employee’s personal problems, which may be affecting their job performance.
Thus, it is essential to have ongoing training programs for employees in all organizations on cultural diversity to cultivate tolerance. HRM has increasingly recognized that training comes up with a uniform way of developing skills, building employee loyalty to the firm and enhancing the quality of work by employees from diverse cultural backgrounds. As a result, individual and organizational performance is boosted, thus leading to achievement of the business targets. There is a need for organizations to either provide or pay for training for their employees, who seek or are deemed in need of more training in order to cope with their colleagues from other cultural backgrounds (SHRM & WSJ.com/Careers, 2008). The Picture below shows a team made up of people from different cultural backgrounds:
Those individuals whose culture insists on time management and doing one thing at a time may be affected by sudden and unscheduled occurrences. Interruption of a few minutes may affect the whole day’s schedule (Robert & Jackson, 2010). On the other hand, some people manage their time in a synchronized manner; the future, present, and the past events are interrelated in the schedule of such people since they have a predetermined goal and have to encompass the use of several different activities to reach their goal (Patel, 2007).
Therefore, punctuality is not a major issue in some cultures. This means that when workers from cultures which insist on time management are placed in the same team with those whose cultures manage their time in a synchronized manner, problems may occur. Hence, the tasks allocated to the team members should consider their cultural backgrounds. In addition, it is always possible to come up with a schedule which favors both sides through discussions and search of consensus.
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