scholarly journals Cultural divergence and performance evaluation systems: A comparative study of three Serbian companies

2009 ◽  
Vol 54 (180) ◽  
pp. 40-55 ◽  
Author(s):  
Biljana Bogicevic-Milikic ◽  
Nebojsa Janicijevic
Keyword(s):  
Performance Evaluation ◽  
Cultural Differences ◽  
Cultural Context ◽  
Business Practices ◽  
Cultural Contexts ◽  
Evaluation Systems ◽  
Design And Implementation ◽  
Hrm Practices ◽  
Research Findings ◽  
And Performance

Many authors have argued that human resource systems are the business practices most likely to be affected by the cultural context within which they are applied. Among other HRM practices cultural differences significantly affect performance evaluation, causing various difficulties and inefficiencies in the implementation of performance evaluation systems (PES). In order to provide for a deeper understanding of difficulties in the implementation of PES within specific cultural contexts, this paper therefore intends to explore the design and implementation of performance evaluation systems in three Serbian companies. The research findings point out the importance of building more culturally sensitive PES, calling attention to some possible directions, particularly in Serbia.

scholarly journals Komunikacja interkulturowa w biznesie międzynarodowym

2018 ◽  
pp. 93-106
Author(s):  
Anna Dudziak
Keyword(s):  
Cultural Differences ◽  
Intercultural Communication ◽  
Cultural Context ◽  
Body Language ◽  
Communication Process ◽  
Intercultural Dialogue ◽  
Cultural Contexts ◽  
Cultural Aspect ◽  
Cultural Differentiation ◽  
Verbal Messages

Intercultural communication involves verbal and nonverbal messages. The communication process is conducted not only by means of verbal messages but also by other elements that constitute body language. This process becomes significantly more complicated when cultural contexts are also taken into account. A message which is unambiguously understood and interpreted by the representatives of one culture may have quite a different interpretation in other cultures. It is therefore highly important to take cultural context into consideration during business talks. Being ignorant of this aspect can significantly impact the results of negotiations. Are we doomed to failure caused by cultural differentiation, then? Is the cultural aspect of communication an insurmountable barrier? Certainly not. It is obvious in talks with foreigners that one cannot avoid mistakes and misunderstandings resulting from the inaccurate interpretation of words and gestures. During a time of globalization, mergers and takeovers, intercultural communication is unavoidable. Every new intercultural dialogue brings new experiences and reduces the risk of faux pas based on cultural differences.

Global Information Technology Company, Ltd

2008 ◽  
Vol 12 (01) ◽  
pp. 129-140
Author(s):  
Alicia Leung ◽  
Amy L. Y. Wong ◽  
Michael N. Young
Keyword(s):  
Information Technology ◽  
Human Resources ◽  
Cultural Differences ◽  
Human Resource ◽  
Cultural Context ◽  
Management Theory ◽  
Economic Power ◽  
Global Information ◽  
Effective Management ◽  
And Performance

This case presents a scenario that pertains to the effective management of human resources in a Chinese cultural context where guanxi and face are of considerable importance. It depicts actual situations in detail, but the names of the organization and participants have been disguised at the request of the interviewees. The scenarios deal with issues of managerial appointments, promotion, husband-wife team in an organization, threat of resignation, effective leadership and achievement of subordinate respect and performance. Human resource management in China often requires a different approach from that espoused in the Western literature that currently dominates orthodox management theory. With China's growing economic power and the numerous foreign joint ventures in China, examining the cultural differences provides important insights for understanding the ways in which the norms and informal rules in general, and face and harmony in particular, function in Chinese organizations.

scholarly journals The role of human factor and HRM practices in Mncs’ performance in Eastern and Western Europe – a comparative analysis of the research findings

2020 ◽  
Author(s):  
Marzena Stor ◽  
Łukasz Haromszeki
Keyword(s):  
Western Europe ◽  
Human Factor ◽  
Knowledge Flows ◽  
Hrm Practices ◽  
Research Findings ◽  
Competitive Factor ◽  
And Performance ◽  
Performance Results ◽  
Eastern And Western Europe

The main goal of the paper is to identify, analyze, and compare the relationships between the activities in the field of HRM and performance results of MNCs in Eastern and Western Europe with a view to the value ascribed to human resources as a strategic competitive factor, HRM centralization practices and the importance of HRM knowledge flows between the headquarters (HQ) and their subsidiaries. The research sample covered 200 HQs of MNCs and their local subsidiaries. The empirical research results show that there are some identifiable and statistically significant differences between MNCs operating in Eastern and Western Europe within the range of relationships defined above. Our study, therefore,represents an original effort at examining these relationships.

scholarly journals Decision making and performance of Malaysian rugby sevens referees

2015 ◽  
Vol 4 ◽  
Author(s):  
Mohamad Nizam
Keyword(s):  
Decision Making ◽  
Performance Evaluation ◽  
Significant Relationship ◽  
Field Performance ◽  
Rugby Union ◽  
Future Research ◽  
Experience Level ◽  
Research Findings ◽  
And Performance ◽  
One Way Anova

<p>This study aims to examine the decision making by rugby sevens referees, and its relationship with the referees’ performance. The instruments used in this study are the Rugby Referee Decision Making Test (α=.74) and the Referee Sevens Field Performance Evaluation (α=.94). It was administered to 132 rugby sevens referees (mean age 33.4 + 1.5 years; 132 males) from the Malaysian Rugby Union (MRU), which have been refereeing in 10 rugby sevens tournaments in Malaysia. Descriptive and Inferential statistics (one way ANOVA and Pearson’s Correlation) were employed to analyse the data. Decision Making ( = 24.13, SD= 5.24) and performance ( = 136.45, SD = 4.47) were identified at a moderate level. The findings indicated no significant differences [F= (3, 128) =.246, p&gt;0.05] in the decision making across age level, but there were significant differences [F= (3, 128) =63.159, p&lt;0.05] across experience level. Highly experienced referees scored significantly higher in all decision making constructs compared to less experienced referees. The research findings have revealed a positive and significant relationship between decision making (r= .61, p&lt;.05) and referee performance. In conclusion, the decision making can help rugby sevens referees’ performance, and it is recommended that referees should increase<strong> </strong>the use of decision making in future<strong> </strong>training and assessment. Future research should investigate the effectiveness of decision making interventions in enhancing referees’ performance in the future.</p>

scholarly journals Comparison of corporate governance, strategy, control and performance e valuation systems before and after privatization

2016 ◽  
pp. 99
Author(s):  
Gloria Cuevas-Rodríguez ◽  
Jaime Guerrero-Villegas ◽  
Ramón Valle-Cabrera
Keyword(s):  
Corporate Governance ◽  
Performance Evaluation ◽  
Evaluation System ◽  
Firm Strategy ◽  
Performance Evaluation System ◽  
Evaluation Systems ◽  
Before And After ◽  
Governance Strategy ◽  
And Performance ◽  
System Designs

The aim of this paper is compare corporate governance and firm strategy before and after privatization. The design of control and performance evaluation systems in the pre and post-privatization periods is compared so that it can be understood in relation to the changes observed at a high corporate level (corporate governance and firm strategy). We carry out various case studies on five privatized Spanish companies. The results support several conclusions. First, the variables that are traditionally related to greater board independence in monitoring do not undergo variation after privatization. Second, the interests of the firms’ new ownership have an impact on firm strategy after privatization. Finally, control and performance evaluation system designs clearly align with firm strategy after privatization.

scholarly journals Design of a Huggable Social Robot with Affective Expressions Using Projected Images

2018 ◽  
Vol 8 (11) ◽  
pp. 2298
Author(s):  
Eleuda Hirokawa ◽  
Kenji Suzuki
Keyword(s):  
Performance Evaluation ◽  
Exploratory Study ◽  
Form And Function ◽  
Design And Implementation ◽  
And Performance ◽  
Affective Feedback ◽  
And Function ◽  
Different Characteristics ◽  
Affective Interaction ◽  
Affective Expressions

We introduce Pepita, a caricatured huggable robot capable of sensing and conveying affective expressions by means of tangible gesture recognition and projected avatars. This study covers the design criteria, implementation and performance evaluation of the different characteristics of the form and function of this robot. The evaluation involves: (1) the exploratory study of the different features of the device, (2) design and performance evaluation of sensors for affective interaction employing touch, and (3) design and implementation of affective feedback using projected avatars. Results showed that the hug detection worked well for the intended application and the affective expressions made with projected avatars were appropriated for this robot. The questionnaires analyzing users’ perception provide us with insights to guide the future designs of similar interfaces.

scholarly journals HRM in Transition Economies: The Case of Serbia

2008 ◽  
Vol 3 (2) ◽  
pp. 75-88 ◽  
Author(s):  
Biljana Milikić ◽  
Nebojša Janićijević ◽  
Mirjana Petković
Keyword(s):  
Performance Appraisal ◽  
National Culture ◽  
Transition Economies ◽  
A Priori ◽  
Hrm Practices ◽  
The North ◽  
Research Findings ◽  
And Performance ◽  
International Hrm ◽  
Hr Managers

HRM in Transition Economies: The Case of SerbiaWhile the convergence vs. divergence debate has gained broad recognition among both HRM scholars and practitioners, it seems that a closer insight into current HRM developments in the South Eastern European transition economies has yet to be achieved. This paper, therefore, aims to highlight current HRM practices in Serbia and address possibilities for implementing the North American HRM model in a highly incompatible cultural setting. Investigation of HRM practices in Serbia is based on the "CRANET survey on Strategic International HRM" (Brewster et al., 2004) and on interviews with the HR managers of 38 randomly selected companies operating in Serbia. The Serbian national culture has been included a priori in the initial research design as an explanatory variable. Research findings suggest that both the incompetence of HR managers and professionals, as well as a slow-moving transition, need to be carefully considered to explain the distinctiveness of HRM in transition economies. On the other hand, national culture seems to be a key obstacle to the achievement of full convergence of performance appraisal and performance-related pay.

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