Managing People - a Cultural Perspective

Hofstede’s (1980, 1984, 1994, 2001) five dimensions of national culture namely power distance, individualism, masculinity, uncertainty avoidance and long-term orientation were utilized as a theoretical framework to measure the national culture of Pakistan both at country and provincial level. This study also investigated whether or not the national culture influences the HRM practices adopted by public sector organizations in Pakistan, which later were found to be more absence of HRM practices. Using two standardized instruments developed by Hofstede: Values Survey Module (VSM) – 82 and VSM – 94, 960 bankers of a private local bank were surveyed. Results showed firstly, that at country level Pakistan is high on power distance and uncertainty avoidance, low on individualism, and mediocre on masculinity supporting the direction of Hofstede’s (1980) scores. Pakistan was found mediocre on long-term orientation inconsistent with Hofstede’s (1980) study. Secondly, strengthening of values was found. Thirdly, provincial level analysis of scores identified the non – existence of sub cultures. Fourthly, VSM - 94 was tested for reliability and validity to assess national culture. Fifthly, the manual of VSM – 94 included revised questions (in 1999) as well as original questions to measure long term orientation. The revised questions were named VSM - 99. The long term orientation questions of VSM - 99 in comparison to the original VSM – 94 were tested and found to be reliable. Lastly, the content analysis of news items for analyzing Human Resource Management Practices (HRMP’s) in public sector organizations in Pakistan identified a lack of HRM departments and HRMP’s. The absence of HRMP’s was analyzed in the light of the national culture dimensional context of Pakistan.