Workers around the world prefer rewards based on performance and over rewards based on seniority. However, inputs and outcomes are valued differently in various cultures. We may think of justice differences in terms of Hofstede’s cultural dimensions. Organizations can tailor programs to meet these justice expectations. We can also look at other cultural factors. Some cultures emphasize status over individual achievement as a basis for allocating resources.

Materialistic cultures are more likely to see cash compensation and rewards as the most relevant outcomes of work, whereas relational cultures will see social rewards and status as important outcomes. Managers must consider the cultural preferences of each group when determining what is fair.