Imperial Journal of Interdisciplinary Research (IJIR) Vol-2, Issue-10, 2016 ISSN: 2454-1362, http://www.onlinejournal.in

Cultural Dimensions of Hofstede and Their Impact on Organizational Performance in Mohamed Ibrahim Mohamed Irfan Lecturer, Faculty of Islamic Studies and Arabic Language, South Eastern University of Sri Lanka

Abstract: This study examines the role of others” (Hofstede 2010:6). He reconciling the Hofstede’s cultural dimensions and their potential biological, philosophical, historical, social impact on the success of organizational scientific and anthropological explanations, he performance in Sri Lanka. Hofstede’s four offered for the existence of the cultural dimensions dimensions: power distance, masculinity- of work related values. This study discusses about femininity, individualism-collectivism, and the impact on organizational performance along the uncertainty avoidance has been used to analysis Hofstede’s first four cultural dimensions such as the organizational performance. This study power distance, uncertainty avoidance, analyzes how these cultural dimensions may help in individualism-collectivism, and masculinity- the organizational performance in Sri Lanka. This feminine. As well as, how these cultural study is a qualitative research and data were dimensions may help in the organizational collected mainly from secondary sources such as performance in Sri Lanka. books, journals, news papers, internet articles and relevant research articles. Sri Lanka’s extremely Organizational performance is important in the low masculine (Feminine County), moderately in context of the effective development in . collectivism, significantly high power distance and Organizational performance relates to how moderately low uncertainty avoidance are successfully an organized group of people with a contributing the success of organization particular purpose perform a function (What is performance. However, the organization Organizational Performance? 2012), which means performance is low in Sri Lanka due to highly that includes the actual organizational performance centralized, family ruled, low salary and high wage and achievement of successful outcomes. salary, corruption, nepotism, centralization Organizational culture is predictive of hierarchy and inequality in society. Results from organizational performance. An efficient this study the practical understanding of the organizational culture can be recognized as one Hofstede’s cultural dimensions and their potential factor that always seems to be associated with impact on the success of organization performance. successful organizations. The difference in cultural Positive organization cultures, good vision and dimension had a significant effect on mission, performance and service oriented organizational performance, therefore this study to managerial style, autonomy in personnel matters, examine the relationship of organizational culture higher salary scale, equity, and sustain democratic dimensions and organizational performance in Sri political system are can be improving Lanka. Organizations always expect high organizational performance in Sri Lanka. performance from their employees, in order to achieve organizational targets. Low performance Keywords: Sri Lanka, Organizational will be a cause for poor organizational performance Performance, Hofstede’s dimensions and inefficiency in the organization. In present context, most organizations in apparel sector are 1. Introduction unable to achieve their organizational targets (Weerarathna & Geeganage 2014). This study focuses on the role of Hofstede’s cultural dimensions and their potential impact on Major objective is to examine the role of the success of organizational performance in Sri Hofstede’s cultural dimensions and their potential Lanka. Hofstede defines culture as the “collective impact on the success of organizational programming of the mind that distinguishes the performance in Sri Lanka, core objectives are: to members of one group or category of people from identify the barrier and practical challenges of the organization performance; to analyze the culture

Imperial Journal of Interdisciplinary Research (IJIR) Page 1160 Imperial Journal of Interdisciplinary Research (IJIR) Vol-2, Issue-10, 2016 ISSN: 2454-1362, http://www.onlinejournal.in impact on organizational process and how social organization culture. Therefore, this study focuses culture influences affect that cultural dimensions. on the debate regarding the organizational Hofstede has been involved in an extensive study performance along with cultural dimensions. (large questionnaire survey) of IBM employees and managers working in 40 different countries, he The first four cultural dimensions identified identifies basic differences in the way people in and described by Hofstede are as follows: (1) various countries distinguish and understand their Power distance – the degree to which unequal worlds. He identified six national cultural distribution of power is socially accepted within a dimensions such as (1) Power Distance, (2) society, (2) Individualism-collectivism – the degree Individualism-Collectivism, (3) Masculinity- to which members of a society are expected to be Femininity, and (4) Uncertainty Avoidance, (5) responsible for others, (3) Masculinity-femininity – Long versus short-term Orientation, and (6) the degree to which members of a society value Indulgence-Restraint (Hofstede 2010). The achievement, material success, assertiveness over identification of the first four dimensions of relationships, quality of life and modesty, and (4) national culture is probably the most significant Uncertainty avoidance – the degree to which a contribution of Hofstede. So, this study especially society protects conformity to counter ambiguity examines on first four dimensions. (Hofstede 2010).

2. Theoretical Discussion 3. Result and Discussion

The word ‘culture’ derive from a Latin word 3.1 Power Distance and Organizational ‘colere’, which means to tend to the ‘earth and Performance in Sri Lanka grow, or cultivation and nurture’ (Zimmermann 2015). A culture is a way of life of a group of The term of power distance was used as people the behaviors, beliefs, values, way of far as know for first time in 1960s by Dutch social thinking, feeling, reacting, dressing, eating, psychologist Maccalder, he did experiment with greeting, and so on. It is refers to the increasing individual and he gave difference power deposit of knowledge, experience, attitudes, relationship. 1970s Hofstede was barrowed term of meanings, hierarchies, religion, society, roles, power distance and described difference between spatial relations. Culture is always a collective national societies (10 Minutes with Geert Hofstede phenomenon, because it is at least partly shared 2014). When we talk about power distance with people who live or lived within the same inequality in society is very important aspect of social environment, which is where it was learned national culture. For example, Sweden (PDI 31) (Hofstede 2010). Hofstede reconciling the differs from France (PDI 68) is the way society biological, philosophical, historical, social handles inequality, there inequality in any society. scientific and anthropological explanations, he Even in the hunter-gatherer band peoples also offered for the existence of the cultural dimensions followed inequality, power distance and hierarchy of work related values. So, Cultures have (Hofstede 2010). penetrated in every corner of our community, religious group, ethnic group and societies. According to Hofstede, inequality within a society is visible in the existence of different social In the world, cultures differ from region, classes such as high level, middle level, and lower nations, ethnicity and regions. Hofstede (2010) level (Hofstede 2010). In Sri Lanka, people are argue that elaborate the cultural differences or very unequal comparison with the South Asian diversity between nations from different region, because there are divided to hierarchical dimensions, based on empirical researches through arrangements on the based on ethnicity (Sinhalies, the cultural dimensions (Hofstede 2010). Tamil, Muslim), language (Sinhalam and Tamil), Moreover, Hofstede’s cultural dimension modal regions (Northern, Eastern, other region), symbolic involves the administrative culture in the global group identity and social class such as: Kandiyan world. Administrative culture indicates the Sinhalese (Goyigama) Southern Sinhalese (Karave, perception, analysis, norms, value and Durava & Salagama) Northern Tamil (High level), interpretation of the behaviour of public servants. Eastern Tamils (Low level), Indian Tamils, Behavioural patterns are evident among colleagues, Muslims, java Muslims, Indigenous Peoples, internal organizational units, relations to superiors, Burghers, Malay, Sri Lankan Chetty, Bharatha, and other bodies, to politics, citizens, and the media. In others. this Hofstede research did not focus on Sri Lankan context, in later the Hofstede centre was added Sri Sri Lankan society always follows the Lanka. This centre data is impact to the Sri Lankan different social classes in religion and between the

Imperial Journal of Interdisciplinary Research (IJIR) Page 1161 Imperial Journal of Interdisciplinary Research (IJIR) Vol-2, Issue-10, 2016 ISSN: 2454-1362, http://www.onlinejournal.in religions: Kandian Sinhalese is up country and Southern Sinhalies is low country, as well as According to Hofstede’s power distance Northern Tamils are high level/ cast, Eastern index values, the low score, (from zero) which are Tamils are low level/ cast and Hill country origin small power distance societies, high score, (to (Indian Tamils) (Sri Sumangala Theoro 2007). This about 100) which are high power distance societies large power distance before independence to until (Hofstede 2010:57-59). In Sri Lanka, score today strongly considers the family, organization, significantly high power distance with score of 80 political parties and national level. (The Hofstede Centre: https://geert- hofstede.com/sri_lanka.html), because of Sri Lanka According to Hofstede, in large power is a comparatively highly hierarchical society distance countries, there is considerable which means that people accept a hierarchical order dependence of subordinates on bosses. in which everyone has a place and which needs no Subordinates respond by either preferring such additional explanation. It mostly similar score dependence. In contrast, small power distance among the South Asian counties: Bhutan-94, cultures are more decentralized; Bangladesh-80, India-77, Nepal-65, and Pakistan- managers/administrators and employees are 55 (see figure 7) (Hofstede 2010). Hofstede’s considered equal in status. For example, the research shows low power distance values for manager of organization can be temporary; he or German-speaking countries and Germany, for she has established more for convenience than an Israel, for Nordic countries, for the United States, indication of superiority (Hofstede 2010). The high and United Kingdom because of these countries power distance characteristics: hierarchy in being independent, hierarchy for convenience only, organizations reflects existential inequality equal rights, superiors accessible, coaching leader, between higher and lower levels, centralization is management facilitates and empowers. In contrast, popular, there is a wide salary range between the most Asian, Eastern European, Latin, Arab- top and bottom of the organization, managers rely speaking, and African countries are shows high on superiors and on formal rules, there are more power distance value (Hofstede 2010). supervisory personnel, Power is based on tradition or family, charisma and the ability to use force, there is more perceived corruption, the powerful should have privileges, and so on (Hofstede 2010).

104 80 11 Highest Power Lowest Power Distance Index Distance Index Malaysia Sri Lanka Austria

Figure 1. Power Distance Index (PDI).

Centralization, politicization of administration, provincial and local affairs. At this juncture, in Sri corruption, broad salary range between the top and Lanka, still straggling decentralization issue. As bottom of the organization, tall organization viewed above, weakness of decentralization is very pyramids (especially government organization), important deciding feature of organizational and power is based on tradition or family are the performance in Sri Lanka. key characteristics of high power distance in Sri Lanka administration/organization. Sri Lanka has Similarly, In Sri Lankan context, as been implemented decentralized administrative viewed above Hofstede’s high power distance system. At present (2015), there are 9 Provincial characteristic the hierarchy in organizations reflects Councils, 25 districts Secretariats (Kachcheri), 332 existential inequality and wide salary range divisional secretariats (DS’s) divisions in Sri between higher and lower level. For instance, The Lanka. Further, in rural/village level, 14054 Grama Citizen’s Charter displayed standard time for Niladhari (GN) divisions have also created under service delivery but service seekers (citizens) were 332 DS divisions (Yusoff et al. 2015). As well as unable to get service within specified period. In Sri Sri Lanka has been adopted 23 Municipal Councils, Lankan bureaucratic are did not follow the 41 Urban Councils and 271Pradeshiya Sabhas Citizen’s Charter. It is one of the low (Village level authorities). organizational performance in public organizations. For example, In Sammanthurai Divisional However, the particular system was in Secretariat Administrative Division displayed the practice encountered by number of challenges such Citizens’ Charter, some proving services and as centralization of power, politicization, and the required periods are follow: Supplying copies of central government is still playing a larger role in birth, death and marriage certificate-15 minutes,

Imperial Journal of Interdisciplinary Research (IJIR) Page 1162 Imperial Journal of Interdisciplinary Research (IJIR) Vol-2, Issue-10, 2016 ISSN: 2454-1362, http://www.onlinejournal.in provide certificate for business registration orient service, asking to come again repeatedly, (partnership business)- one day (Sammanthurai making delays and hiding documents etc. thus we Divisional Secretariat). But, practically service can say that organizational performance is very seekers (citizens) did not get above certificates on low/criticized badly due to strong hierarchy, top time. Moreover, according to Damayanthi (2011), down approach in organization, and centralization. 84% of the respondents in North-Center Province Similarly another example, Sri Lanka has high (NCP) and Southern Province (SP) in Sri Lanka wage salary differences, when a labour get around were not satisfied with land service delivery. 20% LKR 25,000.00 per month, an engineer, doctors are and 36% of the respondents in NCP and SP faced get around LKR 150,000.00 per month. Moreover, negative bureaucratic attitudes (Damayanthi 2011), they have tall organization pyramids. Following such as asking for bribe, favoritism/nepotism of the organization structure figure 2 is good example for officials, scolding citizens, not providing customer the hierarchy system in Sri Lanka.

Figure 2: Kandy District Secretariat, Organization Chart

Moreover, in Sri Lankan government (brothers), at the apex sits President Mahinda many times, power is based on tradition or family Rajapaksa (2005-2010), his younger brother, rule. For example, during 2005-2015 Sri Lanka Secretary of Defence, Gotabhaya Rajapaksa (2005 ruled by and his family -2010), another youngest brother, ,

Imperial Journal of Interdisciplinary Research (IJIR) Page 1163 Imperial Journal of Interdisciplinary Research (IJIR) Vol-2, Issue-10, 2016 ISSN: 2454-1362, http://www.onlinejournal.in who is minister of economic development, this is instability, efficient allocation of resources, and more powerful ministry in Sri Lankan history. corruption. As viewed above, organization Another eldest Mahintha Rajapaksa brother performance is very low in Sri Lanka due to high (70 years old), serves as power distance: highly centralized (civil service Speaker of Parliament. At the same time, a son of rules, procedures and decision), family ruled, the president, Namal Rajapaksa, (27 years old), is charismatic power, low salary and high wage an MP, as well as Siranthi Rajapaksa (Mahintha salary, corruption, centralization hierarchy, Rajapaksa wife) also very powerful women during inequality in society, different ethnicity and cast this period. This family rule and charismatic power and so on. another deciding feature of organizational performance. 3.2 Masculinity-Femininity and Organizational Performance in Sri Similarly, SWRD. Bandaranayaka’s family ruled several times: Mr. SWRD. Lanka Bandaranayaka elected as a prime minister (1956- 1959), then after Mrs. Bandaranayaka elected as In Feminine countries the focus is on prime minister (1960-1965,1970-1977,1994-2000), people working in order to live, managers strive for then after Chandrika Kumarathunga (daughter of consensus, rewards are based on equality, careers both Mr. and Mrs. Bandaranaikes) elected as a are optional for both genders, solidarity and quality President (1994-2005). Meanwhile, most of the in their working lives, conflicts are resolved by women MPs are elected by family influence. As compromise and negotiation, humanization of work viewed above, we can say that Sri Lanka is a large by contact and cooperation, men and women partly power distance country and low organizational study the same subjects, and so on (Hofstede performance due to the family rule and charismatic 2010). In brief, the cultural characteristic of power. masculinity refers to societies where gender roles are clearly divided. According to Hofstede’s Similarly, many private companies masculinity index values, the low scores, (from managing directors are usually under control all zero), which are feminine society, high scores, (to employees, they strictly followed hierarchy, and 100) which are masculine society. This study found the high level officers (managing directors) strictly Sri Lanka score extremely low masculine, with a applied the major decisions are taken without other very low score of 10 (The Hofstede Centre: workers consulting (Cross Cultural Dimension on https://geert-hofstede.com/sri_lanka.html), is thus Global Business Operations Business Essay 2015). considered a Feminine society. It marginally lower As viewed above, organization performance is low. score than South Asian counties: India-56, Therefore, many private companies always Bangladesh-55, Pakistan-50 Nepal-40, and Bhutan- preferred to have a balanced power distance in 32 (Hofstede 2010). This cultural dimension shows creating effective business decisions. the largest gap between South Asian countries (see figure 7). Moreover, According to Hostede’s Public sector organizations performance masculinity-femininity index, the most feminine inadequately in many developing countries due to scoring countries were Sweden, Norway, hardly function, poverty, economic crisis, Netherland, and Denmark (Hofstede 2010). The corruption, and political instability afflict (Grindle low score feminine societies focus on gender 1997). In addition to the above Grindle notion, balance, solidarity and quality in their in their generally impact on public sector organization working lives, flexibility, and so on. performance in Sri Lanka, due to political

5 10 110 Femininity Masculinity Sweden Sri Lanka Slovakia

Figure 3: Masculinity-Femininity Index.

lawyers, administrative officers, diplomats, politicians, academicians, university lecturers and Although Sri Lankan women are other such high positions in society, for example: historically and practically getting various qualified job, increasingly highly educated, a great many of Mrs. Srimavo Bandaranaike was elected them have attained the status of doctors, engineers, as a prime minister in 1960. She was elected three

Imperial Journal of Interdisciplinary Research (IJIR) Page 1164 Imperial Journal of Interdisciplinary Research (IJIR) Vol-2, Issue-10, 2016 ISSN: 2454-1362, http://www.onlinejournal.in times as Prime Minister of Sri Lanka: 1960-1965, Women’s Affairs, Mrs.Anoma Gamage-Deputy 1970-1977, and 1994-2000. She was the first Minister of Irrigation and Agriculture female Prime Minister in the world history of (Government Ministers:2016). parliamentary democracy. As well as daughter of both Mr. and Mrs. Bandaranaikes, Mrs. Chandrika The constitution of Sri Lanka (1978) has Kumaratunga was elected both as Prime Minister provided a formal assurance for women political Head of the government) of Sri Lanka (2000), and rights in national level (Parliament) to village level, she elected as Excellency President (head of the legislative bodies, and political institutions without state) of Sri Lanka (1994 – 2000). This is a main any barrier (Yusoff, Sarjoon & Othman 2016). But reason of Sri Lanka is considered a feminine compared with South Asian countries, women’s society. Moreover, many women are elected representation in politics is very low in Sri Lanka. several cabinet, state, and deputy ministries in Sri Furthermore, Sri Lankan women are more Lanka. in example, in existing government (2015 educated, and participate in the labour market more Jan -): Mrs.Thalatha Athukorala-Minister of actively, than most of their regional counterparts. Foreign Employment, Mrs.Kulathunga In example, in 2012 academic year, total 27,529 Mudiyanselage Chandrani Bandara-Minister of students are admitted to the university, 62.2% were Women’s Affairs, Mrs.Bernadeen Rose women (Country Gender Assessment Sri Lanka An Senanayake- Minister of Children’s Affairs, update 2015). The following figure 4 focuses on Mrs.-Deputy Minister of Undergraduate Admissions by Academic Stream and Sex (Male & Female):

Figure 4: Undergraduate Admissions by Academic Stream and Sex (Male & Female) 2012

Furthermore, In Sri Lanka more women bridegroom’s home), and men outside the home. are in more qualified job for example, the chairman Usually Sri Lankan women had a lower status, of Sri Lanka Telecom is a woman, professionals, because before married, women should submit and so on. According to Department of Census and themselves to her father; after being married, to her Statistics (2014) in Sri Lanka female: Professionals husband, if widowed, to her sons. In brief, in a (62.58), Clerks and Clerical Support Workers patriarchal setting, important family decisions are (52.77%), Technicians and Associate Professionals made by males in Sri Lanka. As a women role in (30.96%), and Managers, Senior Officials, and family, in the home, the most women are Legislators (22.26%) (Sri Lanka Labor Force responsible for most household activities such as: Survey 2014). Therefore they suggest a Sri Lanka cooking, washing, child care, care of the elderly, is a feminine society. hospitality for relatives, and so on.

In Sri Lanka, every man and women has So, my view is that, in practically Sri specific and different roles in life because they are Lanka is masculine society because that, very low belong with religion and ethnicity. This women political participation, and representatives, masculinity-femininity dimension largest big in many family ruled by father or husband, many of difference between among the religions. But them strictly followed regions and tradition. usually, in Sri Lankan women is habitually According to Hofsede (2010) in masculine society manipulated inside of house (taken into women are teach young children, few women are in

Imperial Journal of Interdisciplinary Research (IJIR) Page 1165 Imperial Journal of Interdisciplinary Research (IJIR) Vol-2, Issue-10, 2016 ISSN: 2454-1362, http://www.onlinejournal.in elected political positions, tough religions, organization performance in Sri Lanka due to less dominant religions stress the male prerogative corruption than male officer, more efficient and (Hofsede 2010). In this case, Sri Lanka historically accountability public service, quality work, more and practically few women political sincere work, more responsibilities, time representatives, more women are (always) teach punctuality, and so on. In contrast, historically, young children, especially monetary school and traditionally and practically Sri Lanka is a primary level. masculine society because the characteristics of masculinity (male officers) always influence the Women’s political representation has been high level to low level female officers and the limited / lowest stance in Sri Lanka, which is only overall organization process. 5.8% in Parliament (Women in national parliaments 2016), 4.1%, in Provincial Councils 3.3 Individualism-Collectivism and and 1.8% in local governments (Kodikara Organizational Performance in Sri 2009:29). It was the lowest percentage of women representation in national and local legislative Lanka bodies in the South Asian region. In Sri Lanka, in august 2015, 5.8% are women representation in the In an individualist culture everyone is parliament. At the end of 2015, Nepal 29.6%, expected self image ‘I”, collectivist culture Afghanistan 27.7%, Pakistan 20.6%, Bangladesh expected self image ‘We’. According to Hofstede’s 20%, India 12%, Bhutan 8.5%, and Maldives 5.9% individualism index values, the low score in the parliament (Women in National Parliaments indicating (zero), a collective culture, high score (to 2016). But, according to Hostede’s masculinity- almost 100) is indicating individualist culture. femininity index, the most feminine scoring (Hofstede 2010). For the dimension of countries are Scandinavian and Latin. Because individualism-collectivism, Sri Lanka low score of many women are in elected political position: 35 (The Hofstede Centre: https://geert- according to women national parliament (2016) hofstede.com/sri_lanka.html). While Sri Lanka Sweden 43.6%, Norway 39.6%, Netherland 37.3%, scored moderately on the individualism- Denmark 37.4%, and Slovenia 36.7% (Women in collectivism dimension. According to Hofstade, National Parliaments 2016). collective culture tend to emphasize in work place, the good relationship between employer and Finally, as viewed above, feminine employee, group management work, organization dimension is greatest provide the positive like a joint family etc. (Hofsede 2010).

91 35 6 Individualism Collectivism United State Sri Lanka Guatemala

Figure 5: Individualism-Collectivism Index.

Organization in Sri Lanka is normally decision-making processes, team working and inter formed as a family. For example, if there any relationship between staff, positive communication, interment or a wedding function, people from the and so on. In contrast, especially, various groups particular organization gather and help their starting from the ethnicity, and religion up to the employee on behalf of their organization. informal in-groups in Sri Lanka. There are strong Therefore, in a way the organization defends the ties between individuals and very often employee interests. It is customary attributes of Sri relationships prevail over tasks. As well as among Lankan peoples. Thus, we can say that the ethnicity, they strongly are following organizational performance is good in Sri Lanka collectivist culture in organizations. due to the collectivism. 3.3 Uncertainty Avoidance and My view is that, Collectivism is positively Organization Performance in Sri used public and private organizations in Sri Lanka, Lanka for the reason that the employer and employee relationship basically moral, good understanding between management and workers (top level to low The term uncertainty avoidance has been level). Thus, organizational performance is very borrowed from American organizational sociology. well due to good way of problem solving, easy But, this may be a part and parcel of any

Imperial Journal of Interdisciplinary Research (IJIR) Page 1166 Imperial Journal of Interdisciplinary Research (IJIR) Vol-2, Issue-10, 2016 ISSN: 2454-1362, http://www.onlinejournal.in organization or human institution in the world. future is uncertain but we have to live with it. High uncertainty avoidance county people are more Uncertainties create intolerable anxiety; every nervous energy (i.e. Singapore); low uncertainty human society has been developed ways to avoidance county people are more relaxed (i.e. overcome this anxiety. Today, modern technology Greece). According to Hofstede’s uncertainty plays a key role in avoiding uncertainty, in most avoidance index values, the low score indicating societies, laws, constitutions, rules, and policies are (zero), strongest uncertainty avoidance culture, try to avoid uncertainties in the behavior of people, high score (to 100) is indicating weakest society for example: Singapore score of 8 uncertainty avoidance culture (Hofstede 2010). (Singaporeans call their society a “Fine country. You’ll get a fine for everything”), Jamaica score of As human beings, we face the fact that we 13, and Denmark score of 23, because of more do not know what will happen tomorrow. The formal rules and policies.

Low 8 45 112 High Uncertainty Uncertainty Avoidance Singapore Sri Lanka Greece Avoidance

Figure 6: Uncertainty Avoidance Index (UAI).

For the dimension of uncertainty innovative methods to bypass the system. In many avoidance, Sri Lanka low score of 45 (The time employees in Sri Lanka that, describes how Hofstede Centre: https://geert- this works is Keep the Boss Happy . Which means hofstede.com/sri_lanka.html). Sri Lanka is a that, if you keeping the boss you will be rewarded; culture with moderately low uncertainty avoidance if you are rewarded you have no economic or status and low stress levels and low nervousness, because uncertainty as you will keep being a valuable Sri Lankans are more tolerant to uncertainty and member of the organization. Sri Lanka’s ambiguity. According to Hofstede Sri Lankan is Uncertainty Avoidance is to maintain the social considered “uncertainty accepting”. Which means harmony in the office; an intermediary removes the that, Sri Lanka is a fair degree of acceptance for uncertainty associated with a conflict. For new ideas, willingness to try something new or example, when a one employee is upset or worry, different, innovative products, modern technology, other employees are will keep smiling and be polite business practices. Sri Lanka tends to be more and no one wishes to be the transmitter of bad news tolerant of ideas or opinions from anyone and allow or feedback, which means that maintaining work the freedom of expression. At the same time, Sri place and relationship harmony. This is one of the Lanka do not require a lot of rules and less major organizational performances in Sri Lanka. In emotionally expressive than strong uncertainty contrast, practically Sri Lankan organizations have avoidance countries. Examples are following: following some strong uncertainty avoidance characteristics such as they are following clear • In 2004, during the Tsunami disaster formal rules and regulation, leaders are expert, and around 60000 people were died and many so on. more homeless.

• Constitutions and rules and regulation are 3.4 Cultural Dimension between South also not followed properly in practical life. Asian Countries

Therefore we have a greater willingness to take The characteristic of cultural dimension in risks. So the uncertainty avoidance index value for the Sri Lanka is scored significantly high power Sri Lanka moderately low. distance, moderately in collectivism, extremely low

masculine (Feminine County), moderately low In Sri Lanka, there is acceptance of uncertainty avoidance among the South Asian imperfection; nothing has to be perfect nor has to countries. (see figure 7). But, organization go exactly as planned. People generally do not feel structure, hierarchy process, political and social driven and compelled to take action-initiatives and condition, organization performance, cultural comfortably settle into established rolls and norms, value and behavior are almost similar in routines without questioning. Rules are often in South Asian countries organizations. place just to be circumvented and one relies on

Imperial Journal of Interdisciplinary Research (IJIR) Page 1167 Imperial Journal of Interdisciplinary Research (IJIR) Vol-2, Issue-10, 2016 ISSN: 2454-1362, http://www.onlinejournal.in

100 90 80 70 60 50 40

30 20

Score 10 0 Sri Lanka India Pakistan Banglade Nepal Bhutan sh Power Distance 80 77 55 80 65 94 Individualism 35 48 14 20 30 52 Masculinity 10 56 50 55 40 32 Uncertainty avoidance 45 40 70 60 40 28

Figure 7: Hofsede's Cultural Dimension: Sri Lanka, India, Pakistan, Bangladesh, Nepal and Bhuta

4. Conclusion understand the difference in organizational culture from one division to another and how those This study suggests that the relationship differences play out when they interact with each between Hofstede’s culture dimensions and other (Weerarathna & Geeganage 2014). Finally, organizational performance in Sri Lanka; For the the results from this study the practical dimension of national culture in Sri Lanka, understanding of the potential impact on the significantly high power distance, moderately in success of organization performance in Sri Lanka. collectivism, extremely low masculine (feminine As viewed above, overall organizational county), and moderately low uncertainty performance is moderately well in Sri Lanka. In avoidance. Each dimension was interpreted and contrast, Sri Lanka has facing many practical generalizations to the performance impact in Sri challenges for deliver better performance. Lankan organizations. Organizational culture is Furthermore, the following are the some predictive of organizational performance as well recommendation for the improving effectiveness, employee performance. The findings of this study efficiency and SMART (Simple, Moral, suggest that the cultural dimensions of collectivism Accountable, Responsive, and Transparent) and femininity are positively associated with organizational performance in Sri Lanka such as employee performance than power distance and positive organization cultures, mission and uncertainty avoidance in Sri Lanka. Organization to performance oriented managerial style, higher enhance their existing culture to a strong one, salary scale/higher salaries, less political influence, strong organizational culture always drives the realistic decentralization, and actual gender balance organization towards to the excellent employee may have contributed to better organizational performance, so it is extremely important to performance. 5. References

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