The Dark Side of Performance ManagementManagement System: Performance Is a Western Practice

Mahmoud Moussa (), Thomas Doumani (), Adela McMurray (), Nuttawuth Muenjohn () and Ling Deng ()
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Mahmoud Moussa: RMIT University
Thomas Doumani: RMIT University
Adela McMurray: Flinders University
Nuttawuth Muenjohn: RMIT University
Ling Deng: RMIT University

Chapter 2 in Cross-Cultural Performance Management, 2022, pp 23-35 from Springer

Abstract: Abstract This chapter reviews the construct of culture, with reference to the concept within the international cross-cultural management field of research. It examines the different 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 cultural 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.

Date: 2022
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Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-3-030-91268-0_2

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DOI: 10.1007/978-3-030-91268-0_2

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