Essays on Cross-Cultural Employment Analysis: Dubai, ABC Company Case Study

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The paper 'Cross-Cultural Employment Analysis: Dubai, ABC Company " is a good example of a management case study. Effective management and the use of cross-cultural employees can be a source of experience and innovative thinking which can enhance the competitiveness of an organization (Calveley, 2008). However, differences relating to culture can negatively affect the implementation of international projects (Sorge, 2012). In the contemporary world (Butteriss, 2009), globalisation has been acclaimed for turning the world into a global village. Despite globalization, cross-cultural differences remain to be a great challenge for businesses opting to venture into the international market.

This report discusses and describes the International Human resource in relation to recruitment, selection, training and development for ABC Company in Dubai. ABC Company overview ABC Company has been in operation for 50 years dealing with goods that are fast-moving Australia. The company opened a branch in Dubai two years ago and the branch has 100 employees, five of the employees are expatriates, the rest are locals. The current director of the company has completed his assignment and he is expected to return to Australia. This director has on many occasions voiced his concerns of differences in doing business and culture shock he has encountered in his two years in Dubai. Culture of Dubai The business culture in Dubai is informed by strict rules and ethics which are tied to the Islamic religion.

There are cultural norms that relate to Islamic law that affect the operations of the business (Adele, 2010). Islam is the official religion and affects every aspect of life. For instance, Islamic emphasizes respect and modesty. The communication is always indirect, hence definite answers such as “ no” are considered disrespectful.

This is unlike in Australia where discussions can lead to direct answers such as “ no” . During meetings, men usually shake hands before and after the meeting (Adele, 2012).

References

1.0. References

Adele M. (2011). Culture and Work Styles in Dubai. Michigan: Herman.

Butteriss, M. (2009). The complete Guide to Human Resources for Entrepreneurs. Toronto: John Willey & Sons.

Calveley, M. (2008). Competencies of international human resource managers. London: Palgrave Macmillan.

Blyton, P. and Turnbull, P. (2008). The Dynamics of Employee Relations. Basingstoke: Palgrave Macmillan.

Hall, E.T. and Hall, M.R. (2010). Understanding Cultural Differences. Yarmouth, MA:

Intercultural Press.

Harzing A.W. and Van R. J. (2006). International Human Resource Management. London: Sage Publications.

Hollinshead, G. and Leat, M. (2009). Human Resource Management: An International and

Comparative Perspective. London: Pitman Publishing.

Hofstede, G. (2001). Culture’s Consequences: Comparing Values, Behaviors, Institutions

and Organizations across Nations. Thousand Oaks, CA: Sage Publications.

Lewis, R.D. (2011). When Cultures Collide: Managing Successfully Across Cultures. London: Nicholas Brealey Publishing.

Sorge, A. (2012). Cross-national differences in human resources and organization. London: Sage Publications.

Tjosvold, S. and Newman, J. (2003). Practical Steps to Employee Selection: Cultivating Personnel Productivity. University of California.

Trompenaars, F. and Hampden, T, C. (2011). Riding the Waves of Culture: Understanding Cultural Diversity in Business. London: Nicholas Brealey Publishing.

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