Cultural Diversity Paper

Topics: Cross-cultural communication, Organizational culture, Employment Pages: 7 (1270 words) Published: January 10, 2015
Cultural Diversity Paper
Power Distance & Employee Satifaction

Summary

The purpose of this paper is to examine the relationship between power distance and employee satisfaction.

Power distance is one of Geert Hofstede´s five cultural dimensions. Hofstede is a Dutch sociologist that has been studying cultures for over 40 years. Power distance can be defined as “the extent to which the less powerful members of institutions and organizations within a country expect and accept that power is distributed unequally.” This means that the statements from the less powerful give more insight into the existing differences than statements from leaders. The society in which we are born into is either small power distance or large power distance. This cultural dimension is transferred to our workplace. Large power distance situation in the workplace means that superiors and subordinates consider each other unequal. In comparison, small power distance in the workplace shows that subordinates and superiors see themselves as equal. (Hofstede, 2003)

According to the findings of a cross-sectional study conducted in Tehran University of Medical Sciences, using a total of 306 personnel from various hospitals, which consist of 79.1 % employees without a supervision position, and 20.9% managers and supervisors, from which data was collected using questionnaires, there exits a statistically significant relationship between power distance within an organization and employee satisfaction. (Jahantigh, Kazemzadeh, Pourreza and Rafiei, 2013)

This statistically significant correlation between power distance within an organization and employee job satisfaction, is more easily understood when looking at how the correlation works. It initiates in the perception of an employee. For example, suppose an employee sees or experiences injustice, in other words inequality within an organization, he/she will draw back and try to take on less work. (Cropanzano & Howes, 2010) As a result, employees feel unsatisfied with their job. In addition, this lack of satisfaction usually leads to unproductiveness. (Greenberg, 1990)

In conclusion, it can be substantiated that, power distance and employee satisfaction, is strongly and negatively correlated. (Jahantigh et al, 2013). Furthermore there exists a positive relationship between organizational justice and job satisfaction. (Jordan, 2001) Employees that are in an environment where justice prevails are satisfied employees. Satisfied employees are more productive and therefore bring positive consequences for the organization. (Jahantigh et al, 2013)

Table of Contents
Summary2
Introduction4
Main Body5
Conclusion6
Works Cited7

Introduction
Employee satisfaction is essential to the productivity of an organization. Therefore, it is important to know whether power distance in an organization affects employee satisfaction, and if so how it affects employee satisfaction.

Power distance is one of the five cultural dimensions mentioned by Geert Hofstede. Hofstede is a Dutch sociologist that has been studying cultures for over 40 years. Power distance can be defined as “the extent to which the less powerful members of institutions and organizations within a country expect and accept that power is distributed unequally.” This means that the statements from the less powerful give more insight into the existing differences than statements from leaders. The society in which we are born into is either small power distance or large power distance. This cultural dimension is transferred to our workplace. Large power distance situation in the workplace means that superiors and subordinates consider each other unequal. The hierarchal structure centralizes power in the hands of a few. Such hierarchy allows for a lot of supervision of subordinates and it is expected that supervisors report to someone above. In addition, workers are not as educated and office work has more status...

Cited: Cropanzano, R., & Howes, J. C. (2010). The relationship of organizational politics and support to work behaviors, attitudes and stress. Organizational Behavior , 18 (2), 159-180.
Greenberg, J. (1990). Organizational Justice: yesterday, today, and tomorrow, journal of management
Hofstede, G. (2003). Cutures and Organizations. London: Profile Books LTD.
Jahantigh, F. F., Kazemzadeh, R. B., Pourreza, A., & Rafiei, S. (2013, April 15). Evaluation of Power Distance and Its Consequences on Hospitals of Tehran University of Medical Sciences. Retrieved 11 11, 2014, from Science and Education Publishing: http://pubs.sciepub.com/ajphr/1/3/1/
Jordan, J. S. (2001). Inderscience Publishers. Retrieved 11 10, 2014, from http://inderscience.metapress.com/content/y604560315417723/
Yaghoubi, M., Saghaeiannezhad, E. S., Abou Alghasem, G. H., Nourouzi, M., & Rezei, F. (n.d.). Retrieved 11 12, 2014, from Scientific Information Database: n.journals.sid.ir/ViewPaper.aspx?ID=143611
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