 In the previous topics we have discussed that it is very much important for human resource management to be responsive to culture because human resource management is that soft aspect of organization that is affected by the national culture. So in this topic we are going to look at the broad aspects of an organization that are affected by the national culture and the specific human resource management issues which are affected by the national culture of a country. So the soft aspects of organization, the general concepts and the specific concepts of human resource management. So in this table we have classified the broad employee management issues on one side and in the other column we have specified the particular human resource management issues that are affected by the national culture. So the first thing that you see in broad employee management issues that is the management style. Your culture affects your management style significantly. So your culture if you belong to a collectivist culture then there will be a participative culture. If you have more power distance then there is a possibility that there will be paternalistic culture or autocratic culture. If you have a collectivist culture then there will be a participative or consultative culture. So your management style affects your national culture. So apart from that, your authority structure that is centralized or decentralized in your organization relates to your national culture. If you have more power distance in your national culture then people like to exercise and delegate authority or feel insecure by delegating authority or with authority or your benefits are involved then in such a situation, in such a culture decentralization cannot be possible. Similarly, if you do not have transparency in your culture then decentralization cannot be possible there. So you see that in Pakistani culture, in organizations, the set management style is ongoing. The reason is that the set cannot be decentralized because your culture is not transparent. When you delegate authority then people start corruption on a natural level, start taking bribe, start using unfair means, start using injustice. So these are all things that limit you to decentralization and delegate authority. So after that, your national culture affects your organizational structure. If your national culture likes formality then your organizational structure will also be based on formal structures, it will be hierarchical. But if people like informality, for example, in American culture, informality is higher on the higher side so they prefer network sort of organizations. Then your national culture, it affects your leadership style, whether the leader is going to be task oriented or employee oriented, that is going to be effect by your national culture. So if your national culture is your individualistic then your leader will be task oriented because that person is concerned about the individual performance. Whereas if your collectivist culture is your leader, that is possible that he will be employee oriented because the collective culture that supports people exists. So apart from that, your national culture, in broad employee management issues, employee relationship affects them with the company, it affects psychological contract, it affects your CSR policies, so it is emotional or contractual. So if your collectivist culture has an emotional relationship with the company, if it is an individualistic culture then it is possible that it will have a contractual relationship, that is, it will have formality, it will consider your rewards and benefits and it will not have any emotional attachment with the organization. Whereas if your collectivist culture supports the people of your organization, then your relationship with the employee will be emotional about their relationship with the organization. So these are basically the broad employee management issues which are the soft aspects of the organization and which tend to be affected by the national culture of an organization. Now talking about the specific human resource management issues, your national culture, it affects a number of aspects of your human resource management and it actually affects all the aspects of your human resource management which is the staffing policies, recruitment selection, remuneration, motivation, what are the job expectations that is affected by the national culture, training and development, how your performance is calculated, how your promotion is done, what are the retirement benefits which are offered, what are the redundancy and layoff values, what are the industrial relations and how are foreign assignments given. For example, if you are talking about the Pakistani culture, the private sector, the retirement benefits are not provided because your national policy is not present. So if you are talking about developed countries, then everybody is supposed to get retirement benefits whether they are working in a private company or a public sector company. So retirement benefits, they have to work till the age of 60 or 65, whatever is the national retirement age and after that the government and the nation is responsible for looking after the people who have retired. So this is a difference which is seen in human resource policies because of your national culture. So this is how your soft aspects of the organization, they are susceptible to cultural influences from the national culture.