Culture can be defined as what a group of people share in their beliefs and what they regard as of importance or of value. The results from Hofstede Insights (2019) show a marked difference in Singapore cultural values and United Kingdom/United States cultural values (please see diagram below). The researchers of Hofstede Insights attribute this phenomenon greatly on emphasis in Singapore on the stability of society. The consequences are the centralization of power in the organization with employees obedient to the managers/bosses and a relationship which is formal with limited direct communication and information sharing. Harmony and stability is maintained through self-restraint, avoidance of open conflicts and disrespectful communication like honest painful feedback or open disagreement with authority figures. The scores also show that Singapore society values more the softer values of achieving consensus and harmony. Conflicts are avoided and behaviour at open discussions is carefully guarded with emphasis on being humble and showing modesty. The scores reveal that Singapore society shows very low tolerance of uncertainty and the preference for rules and structure.
Source: L. Lawrence, The impact of local culture and context on human resource management (HRM) in Singapore , Dissertation submitted to The University of Salford for the degree of MSc in Human Resource Management and Development (2019).
As multi-national corporations expanded and grew in increasing number of countries , five key factors (termed as organizational drivers) were identified to be significant in building a model of global HR (GHR). The model shows how HRM is linked to the organizational drivers through various HR enablers and processes resulting in specific organizational outcomes.