International Human Resource Management. Brazilian Case Analysis

Academic Paper, 2018

12 Pages, Grade: 78.00


Table of Contents

Executive Summary


Brazilian Hofstede Cultural Analysis
Power Distance Index (PDI)
Uncertainty Avoidance
Individualism versus Collectivism
Masculinity versus Feminine
Long Term versus Short Term Orientation
Indulgence versus Restraint

Performance Management Reward System

EPRG Framework

General Manager



International Human Resource Management: Brazilian Case Analysis

Executive Summary

Cultural competence is defined as collective and congruent behaviours, policies, and attitudes that allow an agency, system as well as a group of professionals to function effectively in multicultural environments. The concept of cultural competence is increasingly becoming paramount in the contemporary organisational management practices, especially in healthcare settings. Attaining cultural competence in attempts to enhance the quality of organisational culture, management, internal and external relations requires a critical analysis of socioeconomic and political factors. Therefore, the International Red Cross (IRC) requires to understand the national culture of Brazil and compatible reward systems in the management of human resources. This information is critical in ensuring that the required IRC human resources are managed efficiently for maximum productivity.


Globalisation and internationalisation of organisations has promoted population diversity across the globe. Similarly, the increasing diversity brings about new challenges and opportunities, especially in healthcare organisations. Consequently, the International Red Cross values requires the provision of impartial, just, efficient, and humanitarian services (Véras and Véras, 2011). Managing an organisation with a multinational workforce necessitates the implementation of culturally competent and effective human resources techniques in attempts to enhance the productivity of the labour force. This ensures that racial and ethnic or nationality discrimination factors are effectively addresses (Bamberger et al., 2014). This report seeks to evaluate the cultural factors and establish appropriate reward systems that are compatible with the Brazilian workforce along with a multinational workforce.


Brazilian Hofstede Cultural Analysis

Different countries have unique cultural features, which ultimately influence the social behaviours that are later reflected on the workforce. The implementation of IRC project in rural areas of Brazil necessitates a critical cultural analysis on the Brazilian culture, in attempts to crucial values that can be used to enhance the human resources management approaches (Kavanagh and Johnson, 2017). Consequently, Professor Geert Hofstede developed one of the most comprehensive model that explains various dimensions of cultural influence in the working environments. According to Hofstede, culture is described as a collective programming of the mind differentiating the members of one cultural group from the others. According to Véras and Véras (2011) a pre-calculated Hofstede model assigns Brazil various scores based on the six major dimensions of the cultural analysis.

Abbildung in dieser Leseprobe nicht enthalten

Figure 1: Derived from (Véras and Véras, 2011)

Power Distance Index (PDI)

This factor defines the scope of inequalities present, accepted between people with power and those without power. The PDI score is 69, Brazil exhibits a society that believes in structured hierarchical power distribution, with the administrative structures having unequal power distribution (Véras and Véras, 2011). Brazilians readily accepts that people with power are more privileged than those without. This justifies that people with power have access to more benefits than those under their authority in the society.

Uncertainty Avoidance

Brazilian score in the uncertainty avoidance index is 76. This shows that the Brazilian society is operates under stringent rules and a structured legal system in attempts to establish a social order in life (Véras and Véras, 2011). The Brazilian society is used to obeying rules and laws derived from higher institutions. In the workplaces, the uncertainty avoidance index indicates that Brazilian workforce is likely to obey regulations, precise rules along with the guidelines. In order to succeed, there must be strict regulations guiding the Brazilian workforce on how to deal with risks (Mello, 2015). This calls for the creation of a consistent working environment, which ought to be safer and straightforward. The assigned roles must be explicitly outlined with the roles of various stakeholders defined during the planning process.

Individualism versus Collectivism

This component elaborates the strength of relations exhibited by people in their community undertakings. Individualism index of 38 indicates that the Brazilian society values collectivism behaviours as opposed to individualist approaches (Véras and Véras, 2011). Thus, the human resource management ought to focus on building strong working relationships, which are long lasting and based on trust. Elderly people are valued and respected as they give guidance to the younger generations (Mello, 2015). Besides, Brazilians work with people as opposed to working with companies and organisations, which highlights the importance of developing collectivist human resource management.

Masculinity versus Feminine

The masculinity index measures the distribution of functions between women and men. A score of 49 shows that there is a slight balance of masculinity and femininity in the society. This shows that the culture values competition, material rewards as an appreciation for good performance and assertiveness, which reflects a masculine community (Véras and Véras, 2011). At the same time, collaborations, lifestyle and consensus are also fundamental components that illustrate a feminine society. Brazilian value social harmony and human interactions but those with executive or administrative authority command more respect that typical people.

Long Term versus Short Term Orientation

Hofstede describes this index as how a group of people has to preserve some links depending on their past experiences in dealing with challenges attributed to the prevailing and imminent circumstances. A score of 44 indicates that Brazil is oriented towards long term dimension (Véras and Véras, 2011). Nonetheless, Brazil is believed to be a pragmatic society that respects the traditions and customs of the country, which has partly led to the creation of a unique national identity. Changes are treated with suspicion as opposed to resistance, which calls for involvement to address the primary concerns in the workforce management (Mello, 2015).

Indulgence versus Restraint

This aspect deals with the extent in which the communities can determine their impulse and desires. The indulgence index, 59, shows that the Brazilian society is an indulgent civilisation. Brazilians are less likely to be motivated by material rewards and are more satisfied with relations rather than competing with others (Véras and Véras, 2011). This shows the significance of providing a certain degree to the employees to allow the enjoy their leisure and interact with others. Thus, a Brazilian workforce ought to be encouraged to take advantage of opportunities meant to enhance their impulses.


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International Human Resource Management. Brazilian Case Analysis
Kenyatta University
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International Human Resource Management
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Leonard Kahungu (Author), 2018, International Human Resource Management. Brazilian Case Analysis, Munich, GRIN Verlag,


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