What To Do About Farida: A Case of Cross-Cultural Human Resource Management

Abstract

This factual situation describes the problems associated with managing a workforce in a foreign country with different and unique cultural values. An American university operating in the Middle East was attempting to apply Western human resource management practices in a culture much different from its own. The situation involves a problem employee whose poor performance is both criticized and praised. Readers are asked to evaluate the human resource practices of the organization and offer suggestions to solve this cross-cultural management issue.