International Human Resource Management-MJ Version

preferred to be managed as individuals with acknowledgement of their
individual achievements. In contrast, respondents who chose work goals
dependent on the organization were seen as expressing collectivist characteris-
tics – a preference for being managed as a member of an in-group (the organi-
zation). Illustrations of Individualism in the workplace can be found in
employees’ preference to be able to work independently and to praise indivi-
dual decision-making. Collectivism can be seen in the preference for collective
organization of work and responsibility.
Masculinity versus Femininity. The second type of preferences emerging from
the analysis of work goals echoes gender preferences across countries. Males
tended to express preferences for assertiveness (‘high earnings’, ‘recognition
when doing a good job’, ‘challenging work to do’) whereas females tended to
express preferences for the interpersonal aspect of work (‘working with people
who cooperate well with one another’, ‘having a good working relationship
with your manager’). These differences relate to gender role patterns present

146 International Human Resource Management

FIGURE 6.1

COS PAKTAI COL IDOVEN

ECA GUAPAN

Large Power DistanceCollectivistic

Large Power DistanceIndividualistic

WAF

YUGMEX

PHI

HOKSIN

THASAL

KOR CHL

PER

POR EAF

GRE

MAL

TUR BRA ARA

IND

IRA

JPN

SPA

JAM URU

ARG

SAF

ITA

NET

BEL

FRA

GBRUSA

AUL

(^10) Power Distance Index 20 30 40 50 60 70 80 90 100 110
NZL CAN
DENIRE
NOR
FINGER
SWESWI
AUTISR
Small Power DistanceCollectivistic
Small Power DistanceIndividualistic
Individualism Index
8
16
24
32
40
48
56
64
72
80
88
96
104
112
The position of 50 countries and three regions on the Power Distance and
Individualism–Collectivism dimensions
Source:Hofstede, 2001: 217