Impact of culture on performance management in developing countries

Abstract

Argues that performance management techniques and practices developed in US organizations cannot be successful in the developing country context to gain competitive advantage unless the issue of culture‐fit is addressed adequately. “Culture‐fit” can be ensured when managers adopt human resource management strategies to overcome the cultural constraints and build on the strengths of the socio‐cultural environment.

Executive Environmental Scanning, Information Source Utilisation, and Firm Performance: The case of Nigeria

“…Stahl (1979) identi ed a general lack of trust as an inhibitor to the ef ciency and effectiveness of organisations in developing bureaucracies. This lack of trust may be explained in part by the relatively large power distance characteristic of African nations, which is related to a higher degree of centralisation and autocratic leadership (Hofstede, 1983) displayed in the hierarchical authority structures and rigid role prescriptions prevalent in African organisations (Mendonca & Kanungo, 1996). One of the problems associated with high levels of centralisation and relatively tall structures is the distortion of information as it moves up the hierarchy (Hill & Jones, 1998).…”

“…Cultural characteristics of LDCs also in uence the performance of longterm planning (Anastos et al, 1980;Mendonca & Kanungo, 1996;Munene, 1991;O'Shaughnessy, 1985;Stahl, 1979). According to Hofstede (1983), power distance and uncertainty avoidance are the two most important dimensions of culture in organisations.…”

“…Both West and East Africa have been classi ed as high on power distance and low on uncertainty avoidance (Hofstede, 1983). The high degree of centralisation, which Stahl (1979) has attributed to a lack of trust in subordinates, and the autocratic leadership characteristic of African organisations re ect the relatively high power distance in African societies (Hofstede, 1983;Mendonca & Kanungo, 1996). Attitudes towards fate and a preoccupation with the immediate, characteristic of many LDCs, are indicative of weak uncertainty avoidance societies (Hofstede, 1983).…”

The Relationship Between Paternalistic Leadership and Organizational Commitment: Investigating the Role of Climate Regarding Ethics

“…He is always encouraging his disciple to probe, question and dialogue with him so that together they can ponder the eternal verities. Much like the gardener who, with tender loving care, prunes and nurtures the young sapling into a mighty fruit-bearing tree, the wise guru, through the empowerment process, succeeds in transforming the chela into an effective teacher who will continue the ancient traditions and practices (Mendonca and Kanungo, 1996).…”

International Journal of Business and Management, Vol. 4, No. 5, May 2009

“…The most of the above studies were experimented in western countries, and so it is expected that work culture of India might have certain impact on the studying human capital oriented HR practices. For example, Mendonca and Kanungo (1996) particularly described about Indian work culture as high uncertainty avoidance culture, which discourages employees' innovativeness, and so the specified culture is more likely to affect human capital creation. Despite of human capital embodied with employees, they are more conscious on HR practices' enhancement of human capital.…”