In terms of Uncertainty Avoidance, which is a vital dimension in the visualisation of cultural differences (Bialas, 2009), US employee-management practices did not align accordingly within German domain. One instance of this was Walmart’s policy whereby all employees were forced to attend a morning ritual and chant “Walmart” in order to supposedly increase employee-loyalty and boost their morale. This was taken as an annoyance in Germany (Christopherson, 2007), in addition to asking employees to spy on each other for misconduct which is not accepted in Germany
In terms of Uncertainty Avoidance, which is a vital dimension in the visualisation of cultural differences (Bialas, 2009), US employee-management practices did not align accordingly within German domain. One instance of this was Walmart’s policy whereby all employees were forced to attend a morning ritual and chant “Walmart” in order to supposedly increase employee-loyalty and boost their morale. This was taken as an annoyance in Germany (Christopherson, 2007), in addition to asking employees to spy on each other for misconduct which is not accepted in Germany