Question

Having read the case study 'Charles Martin in Uganda: What to do when a Manager goes native' what are the key issues related to HRM (Human Resource Management) and Motivation? (culturally speaking)

Answer 1

Charles Martin a 29 year old American with a degree in African studies and MBA was assigned to an African Project as the project manager in Uganda. He also had prior professional experience in African countries such as, Kenya, Ethiopia and Tanzania. He was in-charge of gain local support, setting up office, hire manpower, logistics, inventory and assist foreign recruitment.

He had to face few problems in recruiting people who were not able to speak in English and people who wanted advance money to come for work. Recruitment normally happened with the help of the other people working there and they used word of mouth as advertisement. Corruption was severe and class discrimination was present. Martin involved himself with the local culture, he paid money to get tasks done quickly and lived independently without involving much with the other expatriates. However, James Green, vice-President of the project didn’t like the practices of Martin because they are criminal offences in America.

Martin exhibits a polycentric approach in dealing with his assignment in Uganda by taking decisions on his own and integrating with the local culture because things move in that way. If he adapts the American way of doing it he won’t be able to complete the project and wouldn’t get the support of the locals. So, from a Cultural point of view, what Martin did was right.