South american dating culture

Behaving any other way would be interpreted as an offense against one’s superiors and colleagues. On the other hand, “Latin Americans value status within a hierarchy because it indicates social distance between the higher-up and his subordinates,” notes the study.

Job titles and additional benefits also have a great significance because of the social status that they bring.

First, there is the importance of personal relationships.

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In Chilean companies, for example, social discrimination exists on the basis of appearance, age and gender, all of which are associated with social status.

“Despite this sort of hierarchical status, Latin American companies try to eliminate the existing power distance between directors and subordinates by creating committees that symbolize the egalitarian spirit among all members of the organization,” notes the study.

For example, social relationships and physical appearance “can explain the cultural content of the glass ceiling in Latin American companies.” In Chilean companies, executive selection and promotion generally reflect physical appearance, age and sex, in addition to social contacts, birthplace and other factors.

Companies generally recruit new workers through their current employees and employees’ family members and close relatives.

The worker can wind up being rejected by the group, with grave consequences.

In contrast, highly valued benefits for top executives confer extra status – including luxury cars, and private-school tuition for their children.It is also important to recognize the loyalty of employees by establishing ceremonies that honor their seniority.Many benefits, including vacations and retirement benefits, involved ceremonial recognition.The authors define the Latin American business model as a hybrid of globalization and the region’s historic traditions.With the exception of Argentina and Costa Rica, those traditions are characterized by large social gaps and a widespread collectivism that has various manifestations.However, Dávila and Elvira warn about linking compensation to formal evaluation of workers’ performance.

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