MBA Master of Business Administration, MSc Master of Science, international management, multicultural team, melting pot, cultural difference, diversity, culture, English culture, French culture, language, workplace, culture in the workplace, working environment, cultural origin, ethnicity
This master's thesis explores the dynamics behind multicultural teams in the workplace. Working in a restaurant surrounded by different cultural backgrounds and practices, I started to wonder how such a workforce could be built, and what could prevent it from existing. A deep analysis of the existing literature made me realize that I had not been the only one to wonder how to build and preserve those multicultural workplaces. In an always more globalized world, one should be interested in the means HRs have to include diversity in the workplace. As I knew very well both American and French culture, I undertook this research in order to determine whether there had any difference between French and American languages to that extent. This work investigates different variables related to this topic by giving definitions and theories established during previous research done in this area. Then, based on these theories and evidence, it formulates several hypotheses that are tested with an experiment. In the second part, we will explain in detail the methodology of this experiment, such as the approach used and the limitations of this approach. Then, in the following part, the results of this experiment will be analyzed and explanations will be given.
Finally, we will show the usefulness of the experiment's results regarding managerial concerns and existing research. We will make recommendations regarding what managers/companies could do when recruiting, selecting or assembling teams in order to avoid discrimination. We will end this report by giving the limitations of this research and what should have been done differently in order to give ideas for future research, which could have deepened this field of experiments.
[...] Moran. "Managing Cultural Differences." Nov doi:10.4324/9781856179249. Moran, Robert T., et al. "Leadership in Creating Cultural Synergy." Managing Cultural Differences pp. 232-250., doi:10.1016/b978-1-85617-923-2.00009-4. Morselli, Davide, and Stefano Passini. "Modern Sexism Scale-Racism Adaptation." PsycTESTS Dataset doi:10.1037/t54823-000. Northouse, Peter G. Leadership and Cases in Leadership. Sage Publications, 2007. Oakes, Penelope J., and John C. [...]
[...] This third part will first investigate cultural differences on two Human resources processes. It will then shift to focus on different interactions between employees in the workplace such as trust and assembling a team. 3-1 Human resources management Human Resources Management is paramount for organizations as people are an important resource of the company. HRM is defined as "all those activities associated with the management of employment relationships in the firm" (Boxall and Purcell, 2003; Armstrong, 2012). The main goals of HRM in organizations are to develop and implement HR strategies in order to get an efficient workforce. [...]
[...] When talking about integrating someone, trust and assembling teams will be investigated in more details in the third part of cultural differences in the workplace and the effects. 3-4 Relations between employees when trusting and assembling team 3.4.1 Trust between team members In diverse workplaces where there are fewer similarities between co-workers, trust is even more important because there are more uncertainty and vulnerability due to the fact that people are more different (Downey, Werff, Thomas, and Plaut, 2014). It is a vital element in interpersonal relationships between employees (Gould-Williams & Davies, 2005). [...]
[...] Mayer, Roger C., et al. "An Integrative Model of Organizational Trust." The Academy of Management Review, vol no p doi:10.2307/258792. McEwan, Ian. The Innocent, or, The Special Relationship. Vintage, 2001. Mcgrath, Joseph E., and Holly Arrow. "Preface." Computer Supported Cooperative Work (CSCW), vol no. pp. iii-iv., doi:10.1007/bf00749742. Moran, Albert. "Cultural Adaptation." 2013, doi:10.4324/9781315875934. [...]
[...] Following this profile, six questions were asked. It is important to have a questionnaire as short as possible. It has been decided to use closed-ended questions because it gives pre-coded data which can be analyzed easily (Denscombe pp. 166). The answers to these questions were ranked with a scale from 1 to 7. We used the Likert scale11 to measure the answer of the respondents. This scale is a way "to measure the extent to which respondents agree to the questions by using the cognitive and affective components of attitudes" (McLeod, S. [...]
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