Different attitudes in different countries and kinds of culture? The general idea of this work is to find out if multinational organizations preserve their way of dealing with their personnel in Brazil as they do in their home countries. Culture is a subject of high importance inside most organizations now days. Corporations have to learn the culture of the country they are inter-ested in doing business with, so that negotiations can occur and deals can be made. At the same time we have a strong wave of globalization going on around the globe promoting some type of homogenization of world cultures. How is it that organizations can cope with both ways? It seems that, what is happening is that they are actually one of the biggest powers causing globalization, at the same time that when settling inside of a new culture they have also to adapt to local ways so employees will be able to perform in an environment known and comfortable to them. As the purpose of this thesis is to examine in what way the managerial attitude, and especially the employee performance management, inside a multinational organization is different on the Brazilian market compared to its home-market we had to use theories and models related to culture and cultural organizations as well as motivational theories from well established sources in these particular fields. Authors like Hofstead, Trompenaars, Schein and Maslow are among others that we decided were suitable for our purpose. The results we got from our research show that there is a difference between the Brazilian and the international market although this difference is not very much accentuated. It seems like there is a homogenization of how companies deal and value their Human Resources happen-ing and that the Brazilian market is picking up on it. We came upon interesting questions that were being raised with the development of our r...
