ACCA Strategic Professional · Strategic Business Leader · Enabling success: talent management
Brightwell Manufacturing, headquartered in a country with a low power distance culture, acquires a subsidiary in a high power distance country. Brightwell introduces a 360-degree feedback system where junior staff rate their managers openly. Within six months, staff participation is poor and ratings are uniformly positive. Using Hofstede's dimensions, what is the most likely explanation and implication?
Staff in a high power distance culture regard open criticism of superiors as inappropriate, so ratings are inflated and participation is low. Brightwell should adapt the feedback approach to local culture, for example by using confidential or manager-led methods, rather than imposing the home-country practice.
- AStaff are showing high uncertainty avoidance, so Brightwell should remove all performance appraisal
- BStaff view challenging superiors as inappropriate, so Brightwell should adapt the system, for example using confidential or manager-led approachesCorrect
- CStaff are strongly individualistic, so Brightwell should link feedback to individual bonuses only
- DStaff are showing masculinity, so Brightwell should increase competition between teams
Explanation
In high power distance cultures, hierarchy is accepted and criticising superiors is uncomfortable, which explains uniformly positive ratings. The implication is to adapt HR practice locally, such as confidentiality or alternative feedback routes. Removing appraisal or changing reward linkage does not address the cultural cause.
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