Some business experts have also suggested that cross-national differences are decreasing due to the advancement of technology, including the daily activities of multinational corporations (Flora,Chiang&Birtch,Thomas,2006). This type of view calls into question how much influence a country's national culture has on multinationals, especially in management practices and, in particular, on employee attitudes toward reward practices. Geet Hofstede distinguished national culture with four bipolar dimensions: masculinity-femininity, individualism-collectivism, uncertainty avoidance, and power distance. Hofstede believes that culturally influencing attributes of a nation exist and that these distinctions will provide the organization with a greater understanding of how work-related values ​​and behaviors differ across cultures. In the area of ​​the reward system, Hofstede provides useful insight into how employee needs and reward preferences can vary across different cultures (Flora, Chiang&Birtch, Thomas, 2006). When a country's culture scores high on masculinity-femininity, this suggests that there are divisions of roles and values ​​between the sexes. This demonstrates that cultures of masculinity emphasize assertiveness, achievement, and material success; interest in acquiring large sums of money for financial gain and achieving material success is highly desirable. The vision is very different in female-led culture. In the feminine-driven culture, human relationships have more value. Their culture is focused more on concern for others, mutual support and good quality of life. An example is the financial and power-oriented rewards that will be more preferred in Hong Kong, China than in Finland; where relation -e