Cultural Diversity Paper
Cultural Diversity Paper
Power Distance & Employee Satifaction
Summary
The purpose of this paper is to examine the relationship between power distance and employee satisfaction.
Power distance is one of Geert Hofstede´s five cultural dimensions. Hofstede is a Dutch sociologist that has been studying cultures for over 40 years. Power distance can be defined as “the extent to which the less powerful members of institutions and organizations within a country expect and accept that power is distributed unequally.” This means that the statements from the less powerful give more insight into the existing differences than statements from leaders. The society in which we are born into is either small power distance or large power distance. This cultural dimension is transferred to our workplace. Large power distance situation in the workplace means that superiors and subordinates consider each other unequal. In comparison, small power distance in the workplace shows that subordinates and superiors see themselves as equal. (Hofstede, 2003)
According to the findings of a cross-sectional study conducted in Tehran University of Medical Sciences, using a total of 306 personnel from various hospitals, which consist of 79.1 % employees without a supervision position, and 20.9% managers and supervisors, from which data was collected using questionnaires, there exits a statistically significant relationship between power distance within an organization and employee satisfaction. (Jahantigh, Kazemzadeh, Pourreza and Rafiei, 2013)
This statistically significant correlation between power distance within an organization and employee job satisfaction, is more easily understood when looking at how the correlation works. It initiates in the perception of an employee. For example, suppose an employee sees or experiences injustice, in other words inequality within an organization, he/she will draw back and try to take on less work. (Cropanzano & Howes, 2010) As a result,
Power Distance & Employee Satifaction
Summary
The purpose of this paper is to examine the relationship between power distance and employee satisfaction.
Power distance is one of Geert Hofstede´s five cultural dimensions. Hofstede is a Dutch sociologist that has been studying cultures for over 40 years. Power distance can be defined as “the extent to which the less powerful members of institutions and organizations within a country expect and accept that power is distributed unequally.” This means that the statements from the less powerful give more insight into the existing differences than statements from leaders. The society in which we are born into is either small power distance or large power distance. This cultural dimension is transferred to our workplace. Large power distance situation in the workplace means that superiors and subordinates consider each other unequal. In comparison, small power distance in the workplace shows that subordinates and superiors see themselves as equal. (Hofstede, 2003)
According to the findings of a cross-sectional study conducted in Tehran University of Medical Sciences, using a total of 306 personnel from various hospitals, which consist of 79.1 % employees without a supervision position, and 20.9% managers and supervisors, from which data was collected using questionnaires, there exits a statistically significant relationship between power distance within an organization and employee satisfaction. (Jahantigh, Kazemzadeh, Pourreza and Rafiei, 2013)
This statistically significant correlation between power distance within an organization and employee job satisfaction, is more easily understood when looking at how the correlation works. It initiates in the perception of an employee. For example, suppose an employee sees or experiences injustice, in other words inequality within an organization, he/she will draw back and try to take on less work. (Cropanzano & Howes, 2010) As a result,
Cited: Cropanzano, R., & Howes, J. C. (2010). The relationship of organizational politics and support to work behaviors, attitudes and stress. Organizational Behavior , 18 (2), 159-180. Greenberg, J. (1990). Organizational Justice: yesterday, today, and tomorrow, journal of management Hofstede, G. (2003). Cutures and Organizations. London: Profile Books LTD. Jahantigh, F. F., Kazemzadeh, R. B., Pourreza, A., & Rafiei, S. (2013, April 15). Evaluation of Power Distance and Its Consequences on Hospitals of Tehran University of Medical Sciences. Retrieved 11 11, 2014, from Science and Education Publishing: http://pubs.sciepub.com/ajphr/1/3/1/ Jordan, J. S. (2001). Inderscience Publishers. Retrieved 11 10, 2014, from http://inderscience.metapress.com/content/y604560315417723/ Yaghoubi, M., Saghaeiannezhad, E. S., Abou Alghasem, G. H., Nourouzi, M., & Rezei, F. (n.d.). Retrieved 11 12, 2014, from Scientific Information Database: n.journals.sid.ir/ViewPaper.aspx?ID=143611