Assignment Prompt & Instructions
see attached
– 2 years ago
**files (1)**
– ## 7wkRESCAP.docx
**## 7wkRESCAP.docx**
**Please respond to both Peers discussion response in relation to the discussion below Cite 2 scholarly authors. APA formats.**
**\*\*\*\*\*\*\* In**
**_Regarding to the company the 2 peers have chosen, share how Hofstede’s cultural dimensions might result in specific kinds of HR programs and practices._**
ZAM 1a. The Mongolian cashmere industry is influenced by Hofstede’s cultural dimensions of power distance and collectivism. HR practices are vertical and centralized rooted in the power distance of this high power distance country. Managerial decisions are made without consulting subordinates – a practice promulgated by strategic HRM. The Cashmere value chain analysis in Mongolia demonstrates managerial decision making in this industry
indicating the prevalent culture (Mello, 2019). The vertical style of leadership is indicative of the discussion used in this research to demonstrate the influence of culture on HR practices. The Production Practices for Mongolian Cashmere Lead the World report invites adapted HR practices and sensitivity to cultural context (Morton et al., 2024).
Uncertainty avoidance and long-term orientation dimensions are equally important in influencing HR measures. The strategic human resource management (5th ed.) highlights a high uncertainty avoidance culture requires extensive HR policies that reduce uncertainty (Mello, 2019). The empirical analysis of factors affecting the bilateral trade between Mongolia and China further highlights that uncertainty avoidance and long-term orientation cultural dimensions motivate HR practices that promote long-term strategies (Ganbaatar et al., 2021). This motivates and strengthens bilateral trade, implying that HR programs often have a long-term goal in mind. This mindset can trigger the peers to think how the long-term orientation dimensions can impact HR practices and outcomes in other industries or regions in the world.
**References**
Ganbaatar, B., Huang, J., Shuai, C., Nawaz, A., & Ali, M. (2021). Empirical analysis of factors affecting the bilateral trade between Mongolia and China.
_Sustainability_,
_13_(7), 4051. https://www.mdpi.com/2071-1050/13/7/4051
Mello, J. A. (2019).
_Strategic human resource management (5th ed.)_. Cengage Learning Inc.
Morton, J., Kotyza, P., Vigne, M., & Dashbaal, B. (2024). Cashmere value chain analysis in Mongolia. In
_agritrop.cirad.fr_. agritrop.cirad.fr. https://agritrop.cirad.fr/611280/1/VCA4D.Mongolia.Cashmere.%202024.07.29.approved.V2.pdf
less
**Apple’s HR Practices Through Hofstede**
NAT 1b. The world’s foremost technology company, Apple Inc., has distinct challenges controlling staff in different cultural contexts, especially in China. Hofstede’s Cultural Dimensions Theory on the National Culture of China is beneficial for understanding how cultures influence Apple’s workplace attitude and therefore helps design suitable HR systems.
The culture of power distance is one major dimension applicable to Apple in China. Chinese culture is classified as high-power distance. In these societies, hierarchical order is accepted, unquestioned, and rarely challenged (Wale, n.d.). Thus Apple, Inc. will face barriers to employees challenging the status quo. Such high-power distance cultures will lower employee participation in workplace decision-making. For Apple, this means Chinese HR communication should be designed to foster dialogue through feedback. Managers need organizational behavior training to help them become more approachable leaders.
Individualism vs. collectivism is another crucial dimension. The home country of Apple, the USA, is highly individualistic and encourages autonomy, praising self-achievement. As for China, it is more collectivist, which emphasizes group harmony and family ties (Olanipekun, 2023). Apple must develop HR policies that respond to these differences. Group-based incentives, shared-performance bonuses, and community-led policies boost Apple employee engagement by uniting the workers as a community. These practices demonstrate that the company prioritizes group efforts over individual achievements in a collectivist environment.
Uncertainty Avoidance is equally important. China sits in the middle to the high range of the uncertainty avoidance index. This implies that Chinese employees prefer pre-established rules and organized procedures, as well as job security (Wale, n.d.). Apple, Inc. should implement human resource policy systems that provide clear job instructions and expectations, adequate support training, and structured career progression plans. Defining steps to be taken reduces ambiguity, which promotes a sense of safety within the position in question.
Masculinity vs. Femininity also impacts how businesses manage human resources. China is also moderately high in masculine traits. People focus on achievement, competition, and success (Olanipekun, 2023). Apple can reinforce this value within their performance management frameworks by acknowledging effort and providing promotional opportunities. On the contrary, Apple must also incorporate elements to protect employees’ well-being to avoid burnout and discontent.
In conclusion, Hofstede's theory enables Apple to comprehend the cultural work norms and expectations in the workplace. To thrive in international markets such as China, Apple must ensure its human resources policies foster respectful authority, promote social cohesion, provide structure, recognize milestones, and protect employees' welfare. Culturally aligned HR practices enhance employees’ motivation and satisfaction and defend Apple’s global brand image.
**References**
Mello, J.A. (2019). Strategic human resource management (5th ed.). Cengage Learning Inc. ISBN-13: 978-1-337-61999-8
Olanipekun, L. O. (2023).
_Cultural differences as a global challenge: A theoretical discourse of Apple Incorporation in the Chinese region_. Elizade University.
[https://doi.org/10.5281/zenodo.10118678](https://doi.org/10.5281/zenodo.10118678)
Wale, H. (n.d.).
_Hofstede’s cultural dimensions theory: A framework used to distinguish between different national cultures and cultural dimensions, and their impact on a business setting_. Corporate Finance Institute.
[https://corporatefinanceinstitute.com/resources/management/hofstedes-cultural-dimensions-theory/](https://corporatefinanceinstitute.com/resources/management/hofstedes-cultural-dimensions-theory/)
**## 7wkRESCAP.docx**
**Please respond to both Peers discussion response in relation to the discussion below Cite 2 scholarly authors. APA formats.**
**\*\*\*\*\*\*\* In**
**_Regarding to the company the 2 peers have chosen, share how Hofstede’s cultural dimensions might result in specific kinds of HR programs and practices._**
ZAM 1a. The Mongolian cashmere industry is influenced by Hofstede’s cultural dimensions of power distance and collectivism. HR practices are vertical and centralized rooted in the power distance of this high power distance country. Managerial decisions are made without consulting subordinates – a practice promulgated by strategic HRM. The Cashmere value chain analysis in Mongolia demonstrates managerial decision making in this industry
indicating the prevalent culture (Mello, 2019). The vertical style of leadership is indicative of the discussion used in this research to demonstrate the influence of culture on HR practices. The Production Practices for Mongolian Cashmere Lead the World report invites adapted HR practices and sensitivity to cultural context (Morton et al., 2024).
Uncertainty avoidance and long-term orientation dimensions are equally important in influencing HR measures. The strategic human resource management (5th ed.) highlights a high uncertainty avoidance culture requires extensive HR policies that reduce uncertainty (Mello, 2019). The empirical analysis of factors affecting the bilateral trade between Mongolia and China further highlights that uncertainty avoidance and long-term orientation cultural dimensions motivate HR practices that promote long-term strategies (Ganbaatar et al., 2021). This motivates and strengthens bilateral trade, implying that HR programs often have a long-term goal in mind. This mindset can trigger the peers to think how the long-term orientation dimensions can impact HR practices and outcomes in other industries or regions in the world.
**References**
Ganbaatar, B., Huang, J., Shuai, C., Nawaz, A., & Ali, M. (2021). Empirical analysis of factors affecting the bilateral trade between Mongolia and China.
_Sustainability_,
_13_(7), 4051. https://www.mdpi.com/2071-1050/13/7/4051
Mello, J. A. (2019).
_Strategic human resource management (5th ed.)_. Cengage Learning Inc.
Morton, J., Kotyza, P., Vigne, M., & Dashbaal, B. (2024). Cashmere value chain analysis in Mongolia. In
_agritrop.cirad.fr_. agritrop.cirad.fr. https://agritrop.cirad.fr/611280/1/VCA4D.Mongolia.Cashmere.%202024.07.29.approved.V2.pdf
less
**Apple’s HR Practices Through Hofstede**
NAT 1b. The world’s foremost technology company, Apple Inc., has distinct challenges controlling staff in different cultural contexts, especially in China. Hofstede’s Cultural Dimensions Theory on the National Culture of China is beneficial for understanding how cultures influence Apple’s workplace attitude and therefore helps design suitable HR systems.
The culture of power distance is one major dimension applicable to Apple in China. Chinese culture is classified as high-power distance. In these societies, hierarchical order is accepted, unquestioned, and rarely challenged (Wale, n.d.). Thus Apple, Inc. will face barriers to employees challenging the status quo. Such high-power distance cultures will lower employee participation in workplace decision-making. For Apple, this means Chinese HR communication should be designed to foster dialogue through feedback. Managers need organizational behavior training to help them become more approachable leaders.
Individualism vs. collectivism is another crucial dimension. The home country of Apple, the USA, is highly individualistic and encourages autonomy, praising self-achievement. As for China, it is more collectivist, which emphasizes group harmony and family ties (Olanipekun, 2023). Apple must develop HR policies that respond to these differences. Group-based incentives, shared-performance bonuses, and community-led policies boost Apple employee engagement by uniting the workers as a community. These practices demonstrate that the company prioritizes group efforts over individual achievements in a collectivist environment.
Uncertainty Avoidance is equally important. China sits in the middle to the high range of the uncertainty avoidance index. This implies that Chinese employees prefer pre-established rules and organized procedures, as well as job security (Wale, n.d.). Apple, Inc. should implement human resource policy systems that provide clear job instructions and expectations, adequate support training, and structured career progression plans. Defining steps to be taken reduces ambiguity, which promotes a sense of safety within the position in question.
Masculinity vs. Femininity also impacts how businesses manage human resources. China is also moderately high in masculine traits. People focus on achievement, competition, and success (Olanipekun, 2023). Apple can reinforce this value within their performance management frameworks by acknowledging effort and providing promotional opportunities. On the contrary, Apple must also incorporate elements to protect employees’ well-being to avoid burnout and discontent.
In conclusion, Hofstede's theory enables Apple to comprehend the cultural work norms and expectations in the workplace. To thrive in international markets such as China, Apple must ensure its human resources policies foster respectful authority, promote social cohesion, provide structure, recognize milestones, and protect employees' welfare. Culturally aligned HR practices enhance employees’ motivation and satisfaction and defend Apple’s global brand image.
**References**
Mello, J.A. (2019). Strategic human resource management (5th ed.). Cengage Learning Inc. ISBN-13: 978-1-337-61999-8
Olanipekun, L. O. (2023).
_Cultural differences as a global challenge: A theoretical discourse of Apple Incorporation in the Chinese region_. Elizade University.
[https://doi.org/10.5281/zenodo.10118678](https://doi.org/10.5281/zenodo.10118678)
Wale, H. (n.d.).
_Hofstede’s cultural dimensions theory: A framework used to distinguish between different national cultures and cultural dimensions, and their impact on a business setting_. Corporate Finance Institute.
[https://corporatefinanceinstitute.com/resources/management/hofstedes-cultural-dimensions-theory/](https://corporatefinanceinstitute.com/resources/management/hofstedes-cultural-dimensions-theory/)