Introduction and Context:
The impact of individualism and collectivism on environmental changes during the COVID-19 epidemic is the context for this investigation. The analysis is conducted based on Hofstede’s value dimensions, a framework for comprehending cultural variations between countries.
This study’s settings are mostly concerned with different nations and how their cultural values affect how the environment develops during the epidemic. According to Mohammed (2019), two aspects of Hofstede’s framework—individualism and collectivism—are especially pertinent to this examination. Cultures that emphasize individual accomplishment over group wellbeing are said to be individualist. In contrast, cultures that emphasize social cohesion and cooperation over individual success are considered collectivist.
The global cultural shock brought on by the COVID-19 epidemic has affected people’s behavior and the environment. Individualism has caused certain nations to disregard environmental regulations, which has negatively influenced the environment by increasing waste and pollution. On the other hand, collectivist cultures have demonstrated stronger adherence to environmental regulations, leading to favorable environmental effects like decreased carbon emissions and cleaner air.
Therefore, this analysis aims to investigate how individuality and collectivism as cultural ideals affect environmental changes during the COVID-19 pandemic. By exploring various cultural viewpoints, we may better understand how cultural values affect individual conduct and group behavior, which will ultimately help us make policy decisions about environmental sustainability.
Analysis:
Individualism/Collectivism Dimension and Environmental Behavior Changes:
The degree to which people place their interests or the interests of their community first is referred to as the individualism/collectivism cultural component. People tend to put the interests of their group before their own in collectivist societies, but in individualistic cultures, people tend to put their interests first.
Individualistic cultures may place a greater emphasis on personal accountability and taking action alone to lessen their environmental effect, while collectivist cultures may place a greater emphasis on group action and collective responsibility. People from collectivist backgrounds may see the ethos of Expo Dubai as being centered on social action and shared responsibility for sustainability (Hobfoll et al., 2018). Conversely, someone from an individualistic society would see the Expo Dubai culture as more concerned with individual sustainability responsibility.
By fostering sustainable habits and displaying creative solutions to environmental problems, the Expo Dubai culture may affect how someone perceives environmental responsibility and sustainability. This could increase people’s understanding of environmental problems and their need to take individual and group activities. Depending on the nation or culture in issue, there may be disparities in how sustainability is seen and practiced. For instance, a nation with a strongly individualistic culture may be more likely to value individual activity. In contrast, a nation with a strong collectivist culture may be more likely to prioritize collective action.
Someone’s experience at Expo Dubai may impact how they see the UAE and its cultural values in general. For instance, people could conceive of the UAE as progressive and inventive regarding environmental responsibility and sustainability. Depending on someone’s cultural background and expectations, there may be cultural shocks or startling occurrences at Expo Dubai culture. Being flexible and open-minded while dealing with these scenarios could be necessary. The Expo Dubai way of life has the potential to advance international understanding and respect greatly. (Hobfoll et al., 2018) Gathering individuals from various origins and cultures allows cross-cultural dialogue and comprehension.
A stronger focus on inclusion and diversity, higher knowledge of cultural differences, and the need for cultural sensitivity in the workplace are just a few possible implications of the Expo Dubai culture on HRM practices. We may use the example of a global company’s sustainability department to examine how cultural factors and changes in environmental behavior affect employment, development, and remuneration in one function. Interviewing three tourists from various cultures—such as a collectivist culture, an individualistic culture, and a hybrid approach—could provide insights into how cultural factors and changes in environmental behavior affect each visitor’s attitude to sustainability.
For instance, a tourist from a collectivist culture could value group effort and cooperation in sustainability, while a visitor from an individualistic culture might prioritize personal accountability and responsibility. The visitor from the hybrid culture may choose a fair strategy that considers both individual and group responsibility.
These viewpoints may impact the sustainability department’s hiring choices, career possibilities, and pay scales. To create a diverse and inclusive staff, the organization, for instance, may employ people with various cultural backgrounds and opinions. Development opportunities may include cultural sensitivity training to assist individuals in navigating cultural differences at work (Hobfoll et al., 2018). Compensation plans might be modified to consider the team members’ various cultural values and objectives.
COVID-19 Dimension and Environmental Behavior Changes:
Since the event draws tourists and participants from around the globe, Expo Dubai culture is a fusion of Emirati culture and other influences. Visitors will have a unique cultural experience thanks to the Expo’s reflection of the variety of the UAE’s people. As the event’s theme is “Connecting Minds, Creating the Future,” with subthemes of sustainability, mobility, and opportunity, Expo Dubai culture focuses on environmental responsibility and sustainability. The Expo presents a variety of environmentally friendly products and services to increase public understanding of environmental concerns and foster a more sustainable future.
The answers to these questions revealed cultural differences in how sustainability was viewed and applied at the Expo compared to visitors’ home countries. For example, one visitor from a Western country noted that the UAE’s environmental policies were more progressive than those in their home country. The overall impression of the UAE and its cultural values was positive, with visitors noting its hospitality and openness to diversity (Ramkissoon, 2020). However, some visitors did encounter cultural surprises or misunderstandings, such as dress code expectations or social norms. Regarding the potential benefits of the Expo Dubai Culture, all three visitors emphasized fostering intercultural dialogue and promoting mutual respect. They also saw the potential for the Expo to inspire long-term changes in environmental behavior and sustainability practices. Regarding HRM practices, the Expo Dubai Culture was seen as positively influencing inclusion and diversity. One visitor noted that the event provided opportunities for networking and collaboration with people from diverse backgrounds, which could lead to more inclusive and diverse workplaces.
Overall, the cultural dimension of Expo Dubai Culture played a significant role in shaping visitors’ perceptions of environmental responsibility and sustainability. The event’s emphasis on sustainability and the promotion of sustainable technologies and solutions positively impacted visitors’ awareness and behavior (Ramkissoon, 2020). Regarding HRM practices, the Expo was seen as having the potential to promote inclusion and diversity in the workplace, which could lead to positive staffing, development, and compensation outcomes.
Analysis of Staffing, Development, and Compensation:
Any organization, including the Sustainability District at Expo Dubai, must implement effective HRM procedures to succeed. HRM should concentrate on hiring people with the knowledge and abilities to cooperate effectively and contribute to the accomplishment of sustainable development goals when hiring new employees. To promote a sense of belonging and teamwork among employees, team-building exercises can be used, both formally and informally.
HRM should provide training programs that support the organization’s sustainability objectives in terms of development. Training courses could cover waste reduction, energy saving, and sustainable resource management. To ensure that employees have the skills needed to perform their job obligations successfully, these training programs can also be customized to each employee’s specific roles and responsibilities.
Cultural factors and changes in the environment’s behavior greatly impact compensation. HRM should put the welfare of workers first by providing benefits like health insurance, sick time, and flexible work schedules to be consistent with the sustainability district’s culture. To encourage employees to contribute to fulfilling the organization’s sustainability goals, compensation packages should also align with those aims.
In conclusion, HRM practices play a vital role in ensuring the success of the Sustainability District in Expo Dubai. Understanding cultural dimensions and environmental behavior changes is essential for HRM practices to align with the goals of a sustainable organization Mohammed (2019). By prioritizing team-building, collective training, employee health and safety, and aligning compensation packages with sustainability goals, HRM can contribute to achieving sustainable development goals and creating a culture of sustainability within the organization.
Staffing:
In the discipline of human resource management (HRM), it is crucial to comprehend the cultural quirks and idiosyncrasies of the workforce while developing tactics that encourage cooperation and teamwork. Collectivism against individualism is one of the most important cultural contrasts. The community is valued above the individual in collectivistic cultures, such as those seen in many Asian and Latin American nations, and social harmony and cohesion are essential.
Given the importance of teamwork and collaboration in collectivistic societies, team-building and collective training should be prioritized in HRM practices. HR managers should set up scenarios where employees can collaborate, like team-building activities and joint initiatives. As these are crucial abilities for productive teamwork, they should also promote training that fosters good communication, dispute resolution, and mutual support. HR managers can build a culture of cooperation and shared accountability by prioritizing these activities and improving the organization.
In contrast, individualistic cultures, such as those in North America and Western Europe, focus on individual achievement and recognition. HRM practices in these cultures should prioritize individual development and recognition. This means providing employees with opportunities for personal growth and advancement, such as training programs and career development plans. It also means recognizing individual achievements and contributions through performance evaluations and promotions.
In conclusion, HRM practices must be tailored to the cultural context in which they are applied. Teamwork and collaboration are highly valued in collectivistic cultures, and HR managers should prioritize team-building and collective training to promote these values. In individualistic cultures, HR managers should focus on individual development and recognition. By understanding and responding to these cultural differences, HR managers can design effective strategies that benefit both employees and the organization, ultimately leading to sustainable development goals that benefit the community.
Development:
Any organization’s human resource management (HRM) department plays a crucial role. It oversees the organization’s staff and creates plans to raise productivity and performance levels within the workforce. HRM strategies should prioritize group training and development in a collectivistic culture like the Sustainability District, where there is a focus on harmony and collaboration within the group.
Collectivistic cultures emphasize the relevance of group aims and values more than personal needs and preferences. These cultures emphasize cooperation and collaboration, and people are expected to cooperate to achieve a common objective Bhatia & Das (2020). In order to foster efficient teamwork and collaboration, HRM practices in the Sustainability District should emphasize the development of relevant skills and abilities.
Participating in group training and development programs is one approach to accomplish this. An employee collaboration, teamwork, and communication skills can all be enhanced through these programs. This could involve team-building activities, training in effective communication, and dispute resolution. These initiatives can teach staff members the value of cooperating to achieve a common objective and the impact each member’s participation has on the team’s success.
HRM procedures should strongly emphasize employee leadership development in addition to group training and development. In a collectivistic culture, leadership entails inspiring and directing others toward a common objective in addition to focusing on personal success. As a result, leadership development programs should emphasize honing abilities like empathy, effective communication, and teamwork.
To be consistent with the collectivistic ethos, HRM practices in the Sustainability District should prioritize group training and development. The skills and abilities needed for teamwork and collaboration to accomplish sustainable development goals will be developed with the aid of this strategy. Organizations in the Sustainability District can build a more pleasant and effective workplace where staff members collaborate to achieve a common objective by investing in collective training and development.
Compensation:
Compensation, the employee’s salary in return for their effort, is a crucial part of human resource management (HRM). However, cultural factors and alterations in the environment’s behavior can greatly impact this HRM component. Employee perceptions of remuneration might vary significantly depending on their cultural upbringing and work environment setting.
Cultural dimensions are the values, ideas, and attitudes that influence how individuals from other cultures interpret the world around them. For instance, people are more prone to put their interests ahead of group interests in societies where individualism is widely valued (Al-Badi & Al-Daheri 2020). Other cultures, in contrast, place a strong emphasis on collectivism, where the interests of the group are prioritized over those of the individual. These cultural differences may have an impact on how employees perceive their compensation.
Changes in environmental behavior, such as growing sustainability concerns, can also impact pay. Employees may favor compensation plans that support sustainability in areas where it is highly valued, such as those that emphasize corporate social responsibility and environmental responsibility.
Given these cultural and environmental considerations, employee health and safety must be given top priority in HRM procedures. Offering perks like health insurance and paid time off can help to match the Sustainability District’s culture of safety and health concerns. In addition to helping to increase employee loyalty and create a positive employer brand, this strategy is advantageous to employees.
Compensation is a critical HRM function that cultural dimensions and environmental behavior changes can significantly influence. HRM practices prioritizing employee health and safety are more likely to attract and retain employees in the Sustainability District successfully. By aligning compensation packages with the culture of safety and health concerns, employers can create a positive work environment that benefits both the employees and the organization.
Additionally, HRM procedures should be responsive to shifting cultural contexts and behavioral shifts in the environment. Businesses should put their employees’ safety and health first during the COVID-19 pandemic by providing flexible work alternatives, including work-from-home options to reduce exposure to the virus.
In conclusion, for HRM practices to align with a sustainable organization’s objectives, recognizing cultural dimensions and environmental behavior changes is crucial (Al Marri & Alghamdi 2017). To be consistent with the collectivist culture and safety and health concerns in the Sustainability District, HRM methods should prioritize team building and collective training, growth, and remuneration. Additionally, HRM strategies must be responsive to shifting cultural contexts and societal behavior, particularly in light of the COVID-19 epidemic.
Conclusion:
Expo Dubai offers a fantastic opportunity to learn about other cultures and viewpoints worldwide. The event highlights various issues like opportunity, mobility, and sustainability. The Sustainability District emphasizes the value of collective action, safety, and health issues, which greatly impact HRM practices, including team building, collective training, and advantages for health and safety.
Visitors to the Sustainability District can learn about diverse sustainability problems and solutions worldwide through an immersive and participatory experience, according to Alshamsi & Alali (2018). It has displays, pavilions, and installations that offer information on cutting-edge sustainable techniques in various industries, including waste, food, water, and energy management. The district’s mission is to increase public awareness of the urgent sustainability issues facing our world and the significance of taking coordinated action to address them.
Since the Sustainability District emphasizes collaboration, teamwork, and collective responsibility, collectivism is crucial for HRM practices. These guidelines are necessary to promote productive problem-solving, communication, and decision-making inside organizations. They also encourage the development of a strong team culture that improves productivity, employee engagement, and job satisfaction.
The COVID-19 epidemic has highlighted the value of collectivism and safety issues in HRM practices even more. It has prompted the introduction of fresh strategies to guarantee workers’ wellbeing and safety, including remote work, adaptable schedules, and improved health and safety benefits. These measurements necessitate that HRM professionals take a group-based, collaborative approach that fosters openness, empathy, and trust.
The experiences of our three respondents reveal the effects of individualism/collectivism and COVID-19 on their actions in the Sustainability District. A sustainability consultant who was the first interviewee stressed the necessity for group action to solve sustainability difficulties and the value of cultural sensitivity in promoting sustainability practices Al-Mulla (2019). The second respondent, an ex-pat, emphasized the importance of learning about various cultures and viewpoints and Expo Dubai’s contribution to fostering intercultural dialogue and cooperation. An HRM expert, the third respondent, spoke about the difficulties in managing employee safety and wellbeing during the pandemic and the value of empathy and group responsibility in HRM procedures.
In conclusion, Expo Dubai provides a unique arena for learning about other cultures and points of view. It underlines the importance of teamwork in addressing significant global issues like sustainability and COVID-19. The Sustainability District’s emphasis on collectivism and security matters has significant implications for HRM practices, promoting teamwork, collaboration, and employee safety and wellness. Our respondents’ experiences demonstrate how Expo Dubai may promote international cooperation and understanding while boosting cultural awareness.
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