Cross-Cultural Performance Management: Transcending Theory to a Practical Framework
Theme 1: Global Perspectives and Issues
Chapter 1 - Performance Management Transcending Across Cultures: The Impact of Covid-19
Chapter 2 - The Dark Side of Performance Management Systems
Chapter 3 - Western culture meets Eastern culture: The Thailand Context
Theme 2: Cultural Effects on Performance Management Efficacy in Cross-cultural Organisations
Chapter 4 - Cultural Values Adjustment and Cultural Efficacy Blindness
Chapter 5 - The Constraint of Organisational Culture and Performance Management Process Chapter 6 - Culture and Performance Management Motivation: Extrinsic and Intrinsic Notions Chapter 7 - The Influence of Culture-Communication and Communication-RelationshipTheme 3: The Cultural Effect in the Educational Sector Across Boundaries
Chapter 8 - A Critical View of Collectivist Cultures: Could Quasi-Governmental Organisations
in ASEAN Improve the AEC Scheme?
Chapter 9 - The Possibility of Transforming Education in Thailand with e-Portfolios during the
Industry 4.0 Revolution
Theme 4: New Trends in Performance Management Across Boundaries in Post Covid-19 Chapter 10 - Job Dissatisfaction and Employee Turnover in Thailand during Covid-19 Chapter 11 - Shifting Frameworks in a University in the ASEAN Economic Community:
Challenges and Recommendations in Post-Covid-19Chapter 12 - Thai Automotive Organisations: Cross-cultural Competency Challenges in Post Covid-19
Chapter 13 - Book Highlights
Chapter Abstracts:
Chapter 1 - Performance Management Transcending Across Cultures: The Impact of Covid-19 This chapter provides an overview of performance management transcending across cultures and the impact of Covid-19. As an extension of business management control systems, there is a tendency to seek efficacy of PM systems through to controls on uniformity, delivery and efficiencies of practice, which leaves a significant proportion of practitioners (managers and subordinates) dissatisfied with performance management (PM) systems as 'something done to people'.
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Chapter 2 - The Dark Side of Performance Management System: Performance is a Western Practice
This chapter reviews the construct of culture, with reference to the concept within the international cross-cultural management field of research. It examines the differing cultural perspectives of efficacy and how these affect the design of performance management (PM) systems and practice. It is generally accepted that performance management is a Western practice, particularly with a heavy influence of American management theories and practices. As a consequence, through globalisation and the proliferation of multinational organisations, Western modelled PM design has increasingly been transplanted across culture borders, without much consideration to cultural context or circumstance. It shows that PM design is rooted in the Western orientation of efficacy, which is one that places the individual at the centre creating a vision of the future, devising rationalistic plans to assert forceful action and control over the situation, to make that vision become a reality. This is opposed to the Eastern philosophy in which the teaching is to be non-assertive by relying on the inherent power and the propensity of a situation, to work within its flow and transform it allowing the result to come about.
Chapter 3 - Western Culture meets Eastern Culture: The Thailand Context
This chapter provides an overview of the Thai culture and PM in Thailand. For example, Buddhist philosophy (which underpins Thai values) also teaches non-assertive action, and that the propensity of the situation is influenced by karma of past, present and future (at the societal and individual levels) of those affected by the situation. Buddhi
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