How might cultural differences impact on the job application process - Essay Example

? How might cultural differences impact on the job application process? affiliation: How might cultural differences impact onthe job application process? The labor market is increasingly diversifying with the job search behavior. The ever-growing world of employees has led to difficulties in predicting cultural characteristics and employment demands. Depending on the country and organization, job application process varies. In addition, the course also faces opposition from different factors ranging from legal to training requirements. People differ in attitudes, personalities, understanding and values around the world. Interestingly, consolidation of these differences is necessary to achieve a single working environment. People spend their lives working and moving from job to job frequently. This is partly to maximize their potential while at the same time maintaining their productivity and happiness. The diversity in working environments furthermore allows them to earn enough money for survival and maximize their potential (Blommaert 2010, pp. 113). The difference in self-identity and self-opportunity has initiated a strain in job application process. Notably, cultural differences pose challenges to the job application process in various ways. Understanding cultural differences can be a nightmare. In many instances, people fail to show up to the relevant jobs advertisement for fear of discrimination based on their culture. From this perspective, capacitated people fail to manifest their potential hence limiting maximization of profits. It, however, is imperative to note that not all people who fail to turn up have the technical requirements (Fiske 2011, pp. 67). Therefore, in as much as we try to harmonize the job application process, more attention should lean on quality and not culture. Despite the different priorities, the economy has to grow. It, however, cannot grow if cultural differences onset the application process. Maintaining a cultural fit is difficult, however, the separate cubicles of culture also needs attention. According to Boone and Kurtz 2011, ideal candidates can cause a disaster if a mismatch of culture exists in an organization. The multifaceted culture presents employees with different background, which subjects the job application process to tests. In terms of religion several laws exits, which govern people from given races and religious affiliations. In this regards, the laws prevent them from answering to or committing to some activities that contravene their faith. It, therefore, is the role of various application agencies to harmonize the job application process to limit stereotyping or the thought of discrimination (Samovar, Porter and McDaniel 2007, pp. 67). Notably, the job application process ought to be smooth and fair to all; however, cultural difference has developed it to be a nightmare for different people. The lifestyle job market requires women and men fit physically as well as emotionally. To ensure candidates qualify for the respective job advertisements, some recruitment agencies go to extra lengths of physically examining applicant bodies. In as much as it might be a challenge to all people, it mainly presents a challenge to the Hindu and Islam culture who disguise their bodies to be holy. In addition, their women cannot expose any part of their body except to the husbands (Avery, Lerman & Volpone, 2010, pp. 331). This is a major challenge to the job application process where one has to balance quality and culture. Notably, this is the same trend in military job application processes where several parts of the body have to undergo examination. Empirical evidence exists to support cultural diversity in workplaces under efficient management strategies (Samovar, Porter and McDaniel 2007, pp. 69). However, the differences play out in the job application process where different companies specify the nature of person required. In terms of race many black, Asian, white and Chinese people have faced problems in the application process. Disregarding their qualities people from various races do work in some positions around the world. Consequently, they do not engage in some communal activities. In America, for instance, most company executives are white people. During the application process, people have to specify their race for easy sorting. Therefore, despite having the relevant qualities many people have ended up with no jobs because of culturally based application procedures. This is also evident in the football fraternity where various football teams deny potential players the rightful chance despite having the relevant skills. Barcelona football club for instance limits players of black nature from getting a taste of the quality football in the team. The racial discrimination in football furthermore has prevailed in other areas of the world especially for African football players (Kassimeris 2009, pp. 213). In this regards, cultural differences plays an imperative role in defining and shaping the job application process (Gardenswartz, Cherbosque & Rowe 2010, pp. 119). This makes the job application process an outlandish for various people who have the quality but cannot secure jobs because of their cultural endowment. In the business world, communication is an imperative element of production. Language barrier is a common problem in the job application process that arises because of cultural diversity. Most people due to cultural affiliation can only speak particular languages. In Germany and United States, it is common for people to converse loudly (Samovar, Porter and McDaniel 2007, pp. 67). People from these two countries furthermore have a tendency of assertiveness and aggression when sharing ideas. This is different from other countries like Japan where people share softly. Notably, the people also make suggestions that are more passive and defined. Conducting interviews or involving the two cultures in the job application process can be a nightmare. This is because of the inconsistent language barrier that is likely to arise. People from America would love to be loud in their interviews treated as a disturbance when conducted by Japanese. African people have a different tendency of conversing (Joseph 2004, pp 54). The nature of English spoken by these people also differs from the one spoken by people from Britain or America. In the job application process, African applicants are likely to fall out from the process because of inconsistent communication. From this perspective, the mismatch in culture brings communication hitches in the application process. Apart from the communication hitches, the application process is likely to suffer from language differences. For instance, a company in France may be willing to hire people from China; however, this might be a nightmare. This is because most Chinese people limit their communication to Chinese and not French. The Chinese culture furthermore finds pride in their language finding limited interest in other languages (Samovar, Porter and McDaniel 2007, pp. 77). A communication barrier, therefore, is likely to arise in the job application process. This makes cultural difference a problem in the important application process. Ethnicity plays an important role in prolonging a society’s heritage. Many people encourage and value the element through tourism and other practices. In as much as it is vital, ethnicity has proven to be a problem in the job application process. Ethnicity is a socially defined characteristics based on ancestry or social experience. Members sharing the same ethnic group have characteristics such as history, cultural heritage, language, homeland, dialect, religion, symbolic systems and mythology. Consequently, ethnic groups share dressing and physical appearance that identifies them to the same community. These different ethnic representations appear all over the world and seek means of livelihood (Fiske 2011, pp. 68). A close look at the Maasai of Kenya reveals an ideal dressing style and cultural articulation. These people have large parts of their ear cut out, and some teeth removed. Furthermore, they use unique dressing clothes not common to other societies. This is different from other communities found in other countries, which have embraced civilization to the modern dressing styles. Companies look for presentable, and normal people without distortions form their body parts. This is to paint a positive image during executive meetings and corporate seminars. Practically, when a Maasai visits an interview in the job application process, he is likely to miss the opportunity. This is because employers will look at the physical modifications and find a mismatch in the required skills. From this perspective, cultural difference influences adversely on the job application process. Education is a key feature given priority during the job application process. People with high education qualities carry the day in many job application processes (Deutscher 2010, pp. 92). This is because they have more papers to present during the application process, which earn more marks during applications. Notably, the education standards vary from country to country depending of the curriculum of the diverse countries. It is in this regards that students from America clear school at a tender age as compared to schools in Asian or African countries. Therefore, in a job application process, a student from the United States is likely to present more validated and quality papers as compared to a student from the African culture. From this perspective, the education culture impacts greatly on the job application process. Notably, the different political environment across different countries around the world champions for different priorities. These differences if affected through the curriculum can be adverse effects to the education culture. For instance, not all countries give priority to industrialization. Denmark is a fast growing country, which majors in animal production than industrial development. Because of this, more students indulge into studies revolving around animal production and genetical biology. This difference in political culture can greatly affect students from the People’s Republic of china where studies on medicine and industrialization take priority. Therefore, in a job application process involving the two candidates, a conflict of mismatching skills is likely to arise (Avery, Lerman & Volpone, 2010, pp. 82). Harmonizing the education system across the world is impossibility; however, industries and organizations require the same skills. This makes the application process a complicated activity arising from the different cultures. During the job application process, a job analysis is inevitable to define the necessary outcomes, skills and the work environment. The process furthermore requires an employee recruitment strategy that differs from country to country. In most executive application processes, employees have to undergo isolated procedures such as executive dinners and corporate meeting. This is to familiarize the incoming employee with the work environment, which is crucial for the productivity of an employee. According to research, most employee fails at this states for lack of exposure or cultural limitations. In America, for instance, a checklist for application employees reveals that seven percent of employees in the job application process fail because of executive surprises. Notably, executive application process looks at several skills for interested employees. This includes how one handles spoons and folks, the nature of food people order for and conversations across the dinner table (Pritchard 2007, pp. 88). Because of different cultures, people have different eating habits. These include conversations during eating as well as how people handle eating materials. This difference has prompted people to indulge in cultural eating habits not needed by the application organization. People, therefore, are encouraged to undergo serious training before job application processes. Despite the trainings, a high amount of failure still emerges making cultural difference a significant challenge in the job application process (Fiske 2011, pp. 67). Therefore, despite having the relevant education qualifications, candidates fail in the job application process because of cultural differences. Discrimination in the job application process occurs when specified qualities disappear to allow scrupulous means of application. This can take the shape of tribalism, nepotism or other techniques different from employee qualifications. Interestingly, most employee land in various jobs following the back door process, which do not give priority to qualification but the individual applying for the job. This is mainly evident in the developing countries where various families and relatives dominate job specifications (Murray 2003, pp. 67). Notably, these practices follow cultural perceptions, which allow people to employ people from their own culture. The difference in culture presents a similarity in the United Kingdom where people from a given cultural background find favoritism in the job application process. These vices have worsened the application process reducing performance of various organizations. This is because most people work to impress their relatives and friends instead of striving to improve productivity of the organization (Avery, Lerman & Volpone, 2010, pp. 81). Consequently, men who employ their spouses have limited chances of working efficiently because of distracted attention. Withstanding the nature of the company or organization, quality should be a priority. The quality, however, should be on a fair ground to all applicants in a job and not family or friends. From this perspective, culture is a vital ingredient in the job application process, which affects the entire application process (Blommaert 2010, pp. 113). This is because cultural difference can either encourage or reduce nepotism or tribalism in the job application process. This is extremely important for the survival of a business to gain a competitive advantage. Josh Greeberg, a president of Alpha Measure employee survey in Boulder, Colorado notes that resistance to change is a general phenomenon. According to him, companies gain complex relationships with increasing diversity. These changes lead to stress and negative relationships in the working environment. In addition, the changes reduce the employee’s morale and productivity. Companies or institutions exhibiting these characteristics normally record retrogressive results that if not checked lead to ultimate failure. Notably, managers who pass through this process develop negativity towards certain people during the job application process. This is because of fear of repetition of the same scenario. For instance, various institutions of higher learning have recorded a number of strikes in the media (Pritchard 2007, pp. 57). These strikes develop with time spreading from generation to generation within institutions. Not known to the students, employers take the strikes seriously fearing students from the striking culture. When these students apply for jobs, managers turn down their application, not because of inadequacy in qualities but for fear of the striking culture (Gardenswartz, Cherbosque & Rowe 2010, pp. 119). Evidently, most students from the striking culture have led a number of demonstrations in work places posing challenges to the management of the institutions. From this perspective, cultural differences whether primary or secondary greatly affects the job application process. In as much as this is discrimination because not all students engage in strikes, many suffer on behalf of the striking students. It is from this perspective that cultural different remains an important factor in the job application process (Joseph 2004, pp. 45). According to Murray 2003, work places with diverse cultures have a variety of problems. This ranges from communication to inefficiency in handling equipment. This affects productivity of employees subjecting an organization to failure. In order to combat the rising problems, companies employ different strategies. This includes training of employees on different areas of work to match the available skills with the required ones (Murray 2003, pp. 8). Interestingly, diversity training has associated costs considering the many approaches taken to harmonize the working environment. These direct and indirect costs fall onto the institution's budget a factor that further complicates the relationship between employees and employers. In small organizations, managers feel the financial burden of training such people, money that would rather fall to other development projects. These high costs of training and harmonizing diversity greatly impacts of the job application process (Deutscher 2010, pp. 112). This is because when managers find a high cost of diversity management, they deviate to application employees from certain backgrounds. These are employee with the capacity to communicate effectively and interact with other workers at ease. It is based on this regard that many companies look for particular qualities in given resumes. This, therefore, complicates the job application process as people from various cultures cannot secure employment. This is mainly evident in various government offices where people from various communities are either considered being ineffective or lack essential communication skills. The groupings limit preference of employees for fear of associated financial costs. From this perspective, cultural difference has greatly refined the job application process to the favorites (Blommaert 2010, pp. 83). Notably, the job application process focuses should be on objectives of the company and expected returns. This, however, should find moderation from aspects such as costs, ethnicity, race, and tribe or language affiliation. People seek education standards to find means of livelihood, but it becomes useless if cultural differences interface the job application process. Interestingly, many researchers have ignored cultural difference as an ingredient in the application process; however, it proves to be an opposing force towards efficient application. For instance, it encourages application of individual from same ethnicity, race, language and education affiliation. Consequently, cultural differences increase the cost of job application process as people have to undergo additional trainings incurred by the company (Fiske 2011, pp. 67). In the contemporary world, banks hire people on a trainee level; however, the trend is shifting to people with required skills as they find it costly to train people into the respective areas. In this regard, people with no experience find it difficult to apply their hard-earned education qualifications (Gardenswartz, Cherbosque & Rowe 2010, pp. 75). This makes cultural differences an area work research not only to determine the diverse impact of cultural difference on the application process, but also solutions towards the rising force. Several languages have surfaced in various countries. This includes French, Chinese and Spanish for employees to gain a competitive advantage. In as much as this is important towards perfecting the job application process, it is evident that much still remains. This is to shift focus from the process of realizing objectives to the need or required skills for successful implementation of projects. This will not only encourage cultural harmony but also exploitation of diverse employee potential. References Avery, R, Lerman, B & Volpone, D 2010, ‘Investigating The Racio-ethnic Differences In The Link Between Workplace Racio-ethnic Dissimilarity And Life Satisfaction’, Cultural Diversity and Ethnic minority Psychology, Vol. 16. No. 3, pp. 307-312. Blommaert, J 2010, The Sociolinguistics of Globalization, Cambridge University Press, Cambridge. Deutscher, G 2010, Through the Language Glass. How Words Colour your World, Heinemann, London. Fiske, J 2011, Introduction to Communication Studies, 3rd edition, Abingdon, Routledge. Gardenswartz, L, Cherbosque, J & Rowe, A 2010, ‘Emotional Intelligence and Diversity: A Model for Differences in the Workplace’, Journal of Psychological Issues in Organizational Culture, Vol. 1, no. 1, pp. 74-84. Joseph, J. E 2004, Language and Identity. National, Ethnic, Religious, Palgrave Macmillan, Basingstoke. Kassimeris, C 2009, Anti-racism in European Football: Fair Play for All, Rowman & Littlefield, Lanham. Murray, M 2003, ‘Working Worldwide: Differences in Work, Workers, and Workplaces Demand HPT Cultural Due Diligence’, Performance Improvement, Vol. 42, no. 8, pp. 8-8. Pritchard, C. W 2007, 101 strategies for recruiting success: where, when, and how to find the right people every time, American Management Association, New York. Samovar, L. A., Porter, R. E. and McDaniel, E 2007, Communication between Cultures. 6th edition, Wadsworth, Belmont. Read More