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Cross-Cultural Management: Discrepancies between Dealing with Diversity at Corporate and Individual Levels of Employment

  • Dharm P. S. Bhawuk
  • Smriti Anand

Abstract

This case presents both the corporate-level perspective and that of an employee. It allows examination of the gap between what Schein1 describes as the espoused values captured in the policies of an organization and as experienced by employees when such policies are translated into action. Knowing that such a gap exists is the first step toward understanding diversity issues and addressing them.

Keywords

Product Market Psychological Contract Glass Ceiling Performance Review Minority Individual 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

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References

  1. Peter Drucker, 2013, People and performance (Google eBook: Routledge).Google Scholar
  2. D.A. Harrison, K.H. Price and M.P. Bell, 1998, “Beyond relational demography: Time and the effects of surface-and deep-level diversity on work group cohesion,” Academy of Management Journal, 41(1), 96–107.CrossRefGoogle Scholar
  3. Douglas McGregor, 1987, The human side of enterprise (Penguin).Google Scholar
  4. D.M. Rousseau, 1995, Psychological contracts in organizations: Understanding written and unwritten agreements (Sage Publications).Google Scholar
  5. E.H. Schein, 2010, Organizational culture and leadership (4e, Jossey-Bass).Google Scholar
  6. D.C. Thomas, K. Au and E.C. Ravlin, 2003, “Cultural variation and the psychological contract,” Journal of Organizational Behavior, 24(5), 451–471.CrossRefGoogle Scholar
  7. H.C. Triandis, 1994, Culture and social behavior (McGraw-Hill Book Company).Google Scholar

Copyright information

© Dharm P.S. Bhawuk and Smriti Anand 2015

Authors and Affiliations

  • Dharm P. S. Bhawuk
  • Smriti Anand

There are no affiliations available

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