Cultural Value Dimensions

The 6-D model developed by Geert Hofstede will be used in order to learn more about the
similarities and differences in the cultural value dimension of Malaysia, the home country and
Japan, the host country. The following is the analysis of cultural value dimensions of Malaysia
and Japan.
Power Distance Index
This dimension of Hofstede's 6-D model defines the extent of which individuals are able to
accept inequalities of power and wealth (Stephen Bochner, 1994). Malaysia scores a high index
of 104 on this dimension while Japan scores a mild index of 54.
Malaysia score of 104 on this dimension clearly shows that Malaysian employees expect and
accept that authorities are distributed unequally. Malaysian employees will expect to be given
order and clear directions on what they need to perform for their job. Malaysians accept their
hierarchical order as it is and will not further justify their status.
On the other hand, Japan score of 54 shows that Japanese employees are conscious about
hierarchical order but their culture on this dimension are not as hierarchical as other countries in
Asia. The Japanese employees expect to be given guidance by their superior but not totally
controlled by them. Unlike Malaysians, the Japanese are influenced to believe that everyone is
born equally through their education. They believe that their status can be changed through hard
work.
Individualism
This dimension of Hofstede's 6-D model defines how much an individual will depend on its
group or society to achieve what he or she wants. (C. Harry Hui, 1986). Malaysia scores a low
index of 26 in this dimension while Japan scores a medium index of 46.
Malaysia score of 26 on this dimension indicates that Malaysians are usually collectivists.
Malaysian employee values relationship within a group and every member of the group takes
responsibilities for fellow members. They stress on working together and tend to accept any

opinion given by fellow members even if they do not agree. They will not be willing to question
their fellow members even when they are unsure.
Japan score of 46 on the other hand shows that they are collectivists but does not rely on their
group as much as Malaysia does. (Wolf, 2013) They prefer to work with the people that they
have work with before. Japanese employees do oppose their fellow members' opinion at times
but only limited to those members of similar rank or status. They rarely oppose their superior
even when their superior is not right.
Masculinity
This dimension refers to the separation of roles by genders. The opposite of masculinity would
be femininity. A masculinity society is a society that emphasises on achievement and success,
where an achievement or success means being the winner of the best in what they do. A
femininity society is a society that emphasises on caring for others as well as quality of life.
Malaysia scores index of 50 for this dimension while Japan scores index of 95.
Malaysia scores an average index which is 50. This shows that Malaysian employees' preference
for this dimension cannot be decided. We can conclude that the masculine and feminine traits
exist in Malaysian employees are rather equal. Hence, we can conclude that the females and
males are given the equal treatment by Malaysian employees.
While the Malaysian shows an average index, the Japanese scores a high index of 95 for this
dimension. This shows that the Japanese are in a masculinity-emphasised society. However, since
the Japanese is not an individualism society, their competitiveness is not as strong as those who
are in the masculine culture. Japanese employees are expected to always be motivated in their
job while competing with other competitors. Due to the nature of masculine norm, it is expected
that female employees will face more difficulties in going up the corporate ladder.

Uncertainty Avoidance Index

Uncertainty avoidance index measures the tendency of individuals to tolerate ambiguity or
uncertainty. It indicates to what extent an individual is at ease or at edge with amorphous or
surprising situations. Malaysia scores a low index of 36 for this dimension while Japan scores a
high index of 92.
Malaysia's index of 36 for this dimension indicates that Malaysians are more relaxed when their
job exhibits uncertainty. From the index, we can conclude that Malaysian employees prefer to
have less rules and regulation to follow. They prefer to have just only rules that are necessary
rather than rules that burden them.
As for the Japanese, they scored a high index of 92 that indicates they prefer to avoid as much
uncertainty as they possibly could. The Japanese are usually subject to a number of rules even
when they are in kindergarten. They are fond to have maximum predictability in what they do.
Hence, we can conclude that Japanese employees prefer to have clear directions and guidance
when they perform their job. They would prefer their superior to give them clear objectives for
them to achieve.
Pragmatism
This dimension measures the willingness of individuals to let go of their past while dealing with
present and future matters. Its opposite is normative. Individuals with high pragmatism index
tend to be able to be innovative and do things their way without referring to the past. Malaysia
scores a fairly low index of 41 while Japan scores a quite high index of 88.
Malaysia's score which is fairly low indicates that they show great respect to traditions and they
prefer to get their task done in a quick manner by following the traditions. The score also shows
that Malaysians do not prefer to do research and think of new ways to get things done. To
conclude, Malaysian employees would prefer to follow the outlines that the latter use to do rather
than getting it done with new methods.

The Japanese on the other hand are pragmatism oriented as they score a high index of 88.
Japanese often invest a lot in research and development as they prefer to improve their
performance in everything they do. Japanese often have the mindset of working for a better
future for their coming generations. They emphasise on long term orientation and preparation of
future rather than just quick result for present.
Indulgence
This dimension is used to (Hofstede, 2011). The opposite of indulgence is restraint. A high
indulgence index indicates that the individual is unable to contain themselves from their desires.
Malaysia's index of 57 is slightly high on this dimension while Japan is lower at 42.
Malaysia's index for this dimension shows that they are more willing to realise their desire to
have fun and enjoy their life. Malaysians are more optimistic on what they do daily and have a
more positive attitude when they overcome problems or doing their work. To simplify, Malaysian
employees are more positive at work when they enjoy what they are doing. They are more
optimistic when prompted with difficult tasks. Malaysians place more importance on enjoying
leisure time.
Japan's index on the other hand shows that they are more on the restraint side unlike the
Malaysians. Society with the culture of restraint tends to be pessimistic and cynical. Japanese
employees will usually find fault on fellow colleagues but not their superior due to their cynical
nature. They do not emphasise on enjoying leisure and achieving their wants. They perceive that
what they do are being restricted by their social norm and having fun and enjoy life is
inappropriate. This is consistent with findings of another dimension from Hofstede's 6-D model,
individualism.