Cultural Dimensions’ Impact on Performance Management in the UAE Market

2016 ◽  
Vol 5 (3) ◽  
Keyword(s):  
Performance Management ◽  
Cultural Dimensions

scholarly journals An empirical study of organizational culture dimensions impacting employee’s performance in IT industry, Tamilna-du

2017 ◽  
Vol 7 (1.3) ◽  
pp. 133
Author(s):  
Karthik M ◽  
A Vasumathi
Keyword(s):  
Organizational Culture ◽  
Empirical Study ◽  
Performance Management ◽  
Employee Engagement ◽  
Human Resource ◽  
Cultural Dimensions ◽  
It Industry ◽  
Human Resource Department ◽  
Culture Dimensions ◽  
The Impact

Every company has their own unique culture. Organizational culture is a set of norms, values, beliefs and vision that define how employees and managers intermingle within an organization. Irrespective of whether a preset list of company values present or not, an organization develops its own culture. However, organizations haven’t been paying as much attention to organizational culture until now. A 2015 study by Deloitte University Press found that 87% of the organizations surveyed now cite culture and employee engagement as their top challenges. Thus the current study aims at analyzing the impact of cultural dimensions on performance management in IT organizations. Analysis, conclusion and recommendations were drawn out based on the research and findings. The study found a significant association between experience of the respondents and their responses towards often getting reminder and warning to complete their tasks. The study has also found a significance variance between age of the respondents and the practices of Human Resource Department. The study has also found an association between variety of tasks being handled and employees’ performance. 

scholarly journals Editorial: Corporate governance through a prism of multi-disciplinary research

2020 ◽  
Vol 17 (2) ◽  
pp. 4-6
Author(s):  
Cesario Mateus ◽  
Irina B. Mateus
Keyword(s):  
Corporate Governance ◽  
Performance Management ◽  
Audit Quality ◽  
Academic Research ◽  
Audit Fees ◽  
Point Of View ◽  
Cultural Dimensions ◽  
Risk Disclosure ◽  
And Performance ◽  
Cross Cultural Management

This volume of the journal “Corporate Ownership and Control” is focused on corporate governance, corporate social responsibility, earnings and performance management, ownership concentration, institutional ownership, audit fees, audit quality and independence, cross-cultural management and cultural dimensions, financial instruments risk disclosure, equity incentives, firm performance, shareholder composition and monitoring effects, etc. The topics addressed in this issue highlight the continuing need for knowledge present in academic and non-academic research. The papers published in this issue offer an additional point of view with regard to the most important corporate governance issues.

scholarly journals Understanding the Feasibility of the Common Set of Performance Management Planning Based on Hofstede’s Framework of Cultural Dimension

2021 ◽  
Vol 2 (3) ◽  
Author(s):  
Yi Guo
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Multinational Corporations ◽  
Human Resource ◽  
Management System ◽  
Cultural Dimensions ◽  
Cultural Dimension ◽  
Management Planning ◽  
The Common

Performance management is one of the most important parts of human resource management practice and policy. Multinational Corporations pay more attention to their performance management and to help their corporation becomes a high-performance organization. The performance management (PM) system is a necessary part of Multinational Corporation’s management system. On the other hand, the performance system has close relationship with rewards, development and job analysis which is other important part of human resource management in multinational corporations. Multinational corporations work hard to improve their performance management practices ensuring their employees, teams and their business units complete their objective output. The employees and organizations have been driven by the important performance tools which impact both on individuals and team’s performance. This paper introduces the multinational corporation’s performance management system and compares the performance management characteristics and the feasibility of the common set of performance management planning of French companies and Chinese companies based on Hofstede’s framework of cultural dimensions.

The Self-Description Questionnaire-1: A Lithuanian Application

1995 ◽  
Vol 11 (1) ◽  
pp. 41-51 ◽  
Author(s):  
David Watkins ◽  
Anne McCreary Juhasz ◽  
Aldona Walker ◽  
Nijole Janvlaitiene
Keyword(s):  
Eastern Europe ◽  
Factor Structure ◽  
Response Bias ◽  
Internal Consistency ◽  
Self Esteem ◽  
Cultural Dimensions ◽  
The Self ◽  
Nigerian Children ◽  
Gender Biases ◽  
And Gender

Analysis of the responses of 139 male and 83 female Lithuanian 12-14 year-olds to a translation of the Self-Description Questionnaire-1 (SDQ-1; Marsh, 1988 ) supported the internal consistency and factor structure of this instrument. Some evidence of a “positivity” response bias was found, however. Comparison of the Lithuanian responses to those of like-aged Australian, Chinese, Filipino, Nepalese, and Nigerian children indicated the Lithuanians tended to report rather lower self-esteem. The Lithuanian males also tended to report lower self-esteem than their female peers. Interpretation of the results are considered in terms of reactions to the recent upheavals in Eastern Europe, stable cultural dimensions, and possible cultural and gender biases in the items of the SDQ-1.

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