The complexity of culture: using the appraisal process to compare French and British managers in a UK-based international hotel organisation

Using the appraisal process as a vehicle, this case study provides evidence of cultural differences between French and British managers within an international hotel organisation. Some of these cultural differences are consistent with predictions suggested by previous culture-related studies. However, a number of findings concerning particularly the organisation and its French managers’ values, beliefs, actions, and behaviour seem to deviate from the literature. The complexity, interrelations, interdependencies, and contradictions of culture and its elements outlined in this article suggest a need for a more fine-grained analysis of culturally related phenomena than previous studies seem to have done. In particular, in times of globalisation, mergers, and diversification, HR specialists need to be aware of the dangers of generalisations and simplifications when considering and exploring HR processes and practices within a cultural context.