Hofstede’s dimensions in the context of the case of SKT.PETRI

As it has been mentioned earlier, Denmark ranks low on power distance, which generally indicates a flat organizational structure and low hierarchy. One of the receptionists (R2) confirms it by stating

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that ‘I don’t feel like there is any hierarchy’. Moreover, a supervisor (S3), who had previously worked in England mentioned that

in England, there is more hierarchy than here, it is more visible hierarchy. [..] You have a lot more hierarchy, you have to be a lot more formal, whereas in Scandinavian countries people are very laid back, they can joke a little bit and things like that.

Having lived abroad, the supervisor had seen, how the organizational structure functions there and thus he experienced the difference. However, according to Hofstede Insights (2017) UK still scores under 50 points in power distance, meaning that it has a preference for a low power distance.

Nevertheless, it is higher than in Denmark, respectively, 35 points, whereas Denmark scores 18.

Interestingly, that one of the former Front Office employees (F1) revealed that she believes the hierarchy at SKT.PETRI to be too strong, thus it contributed to their decision to leave the company.

One of the employees is comparing the organizational hierarchy in her previous work experience in Iceland and the one at SKT.PETRI:

There [in Iceland] is not a big hierarchy. It doesn’t matter, if you are at the lowest level or the highest level, you can still walk up and talk at lunch and not be afraid. It is more personal in this sense. I think that there are more hierarchical standards in Denmark. I would never just go up to Jesper, I would have never gone up to Tom. And you don’t see the cleaning girls talk to the managers unless they need something. They would talk to their own manager and they would convey it to someone else, if anything. It wasn’t like that in Iceland, I guess that is a little different than in Iceland. Mostly work ethics and hierarchy, at least at SKT.PETRI.

The employee felt that hierarchy at SKT.PETRI is bigger in Denmark than in Iceland. However, according to Hofstede Insights (2017) Iceland as a country scores higher on the power distance than Denmark, though both are still considered low power distance countries. It can be concluded that Hofstede’s dimension scores are general, but not 100 % applicable to every case, especially when people express their personal opinion on a matter.

As of masculinity ratio, Denmark ranks quite low, thus being more people oriented rather than task oriented. Another characteristic is of having the work-life balance and equality is highly valued.

Being a feminine country generally works in favour for the service industry, where the focus is on guests and their travel experiences. Most of the interviewees admitted that they enjoy working with

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people and that it makes them happy. For example, a receptionist (R2) said that the most meaningful about her job is: ‘[..] making people’s holiday good. When people tell me that they have a wonderful holiday that is just nice to hear that I could make their stay better’; and a supervisor mentioned that ‘it is all about people. It could be the worst day, but if you are working with the right people and if you meet nice guests, it can bring it up again’.

Furthermore, Hofstede is stating that ‘working in order to live’ is characteristic to a feminine society.

As has been discussed earlier, money is not a motivator and one of the reasons for that is that the salary level in Denmark is high enough to avoid employee dissatisfaction, meaning that employees do not need to worry about the financial survival throughout a month. Thus, the salary level contributes to keeping the work-life balance, that is described as ‘managing external pressure from a competitive work environment with leisure and/or family’ as well as ‘managing internal pressure from one’s own expectations and setting realistic goals, which do not inflict’ (Khallash & Kruse, 2012, p. 682).

As the score for uncertainty avoidance in Denmark is quite low, it can also be noticed throughout the interviews with SKT.PETRI Front Office employees. Hofstede (1991; p.125) describes one of the characteristics for a week uncertainty avoidance as ‘motivation by achievement and esteem or belongingness’. Possibilities of growth, recognition and work itself was the first finding identified in this research. It was found out the employees are motivated, when they are recognized at their work by the management, peers and the guests. Recognition in a way creates a sense of belongingness by achieving the main goal of the work (creating positive guest travel experiences) and moreover being recognized for doing so by the people around.

According to Hofstede Insights (2017) Denmark scores high on indulgence dimension, which means that great deal of importance is put on having fun and enjoying life instead of restricting oneself.

One of the former receptionists (F4) explains, that

what I think is that Danish people really like to be social about the work and go out whenever together, have a lot of things in common, I think the social perspective is very important for Danish people, that you are close to your colleagues.

As can be noticed here, having fun is not only associated with the spare time, but is also expected at work and with the colleagues outside work. Moreover, one of the bell captains (B1) even

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mentions, that ‘all of us [bell captains] are having a good time down there, it is fun to be at work and working with the other guys, concierges. And, actually, most of the receptionists too’. He admits that he enjoys being at work together with his colleagues. It appears that indulgence is not only present in the free time, but is a part of the working life too.

Conclusion: