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Author:   Mahmoud Moussa ,  Thomas Doumani ,  Adela McMurray ,  Nuttawuth Muenjohn
Publisher:   Springer Nature Switzerland AG
Imprint:   Springer Nature Switzerland AG
Edition:   1st ed. 2022
Weight:   0.450kg
ISBN:  

9783030912703

ISBN 10:   3030912701
Pages:   324
Publication Date:   11 February 2023
Audience:   Professional and scholarly ,  Professional & Vocational
Format:   Paperback
Publisher's Status:   Active
Availability:   Manufactured on demand  
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Table of Contents

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-Relationship Theme 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-19 Chapter 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’. 4 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 non­assertive 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. Buddhism proffers that efficacy stems from allowing the situation to unfold naturally, and that one’s engagement with the situation should abide by the Noble Eightfold Path that creates good karma and leads to the cessation of suffering. It shows that while there are many values universal to Thai and Western societies, there remains differing degrees of emphasis, priorities and confluence of values adopted by the cultures, which may result in differing behavioural patterns. Therefore, it is important for expatriates exercising PM in Thailand, to have an appreciation of Thai cultural values, if they are going to work effectively with Thais. Without such, they will be less effectual in understanding how to communicate with their Thai counterparts, or to understand how Thais will interpret their behaviours, that the expatriate might think is perfectly normal, but which may appear to Thais as nonsensical or offensive. Chapter 4 – Cultural Values Adjustment and Cultural Efficacy Blindness The issues of cultural adjustment tend to be a significant constraint on the performance of expatriate staff, which also affects the performance of their staff. Cultural constructs of efficacy may blind cross-cultural managers to recognising the potential or latent efficacy within a performance situation, such as the capabilities and resourcefulness of their cross-cultural subordinates. These signs existing within the performance landscape being unrecognisable within their existing notions of efficacy, or they simply misinterpret the cultural cues. This chapter provides an empirical analysis of contextual issues of cultural values and adjustment, being the first bridge peoples from different cultures must cross if they are to work together effectively. The concepts of cultural efficacy blindness and tension of expectations were developed to explain how cultural values may manifest as forces or tendencies, to constrain or confound the efficacy latent within a cross-cultural PM setting. 5 Chapter 5 – The Constraint of Organisational Culture and Performance Management Process This chapter provides an empirical analysis of the constraint of organisational culture and the performance management process design such as goal setting, performance rating and feedback, performance development. The cross-cultural setting was likened to such a PM landscape, one that contains within it a natural tendency for efficacy, one that has a natural propensity and latency. The tendency for efficacy within a situation may be exploited if allowed to unfold naturally and by seizing opportunities as they emerge, through influence rather than direct forceful control. In doing so, efficacious outcomes that are rooted in natural attributes and propensity of the situation and have a natural sustainability, as opposed to a forced or imposed ideal of reality that is unlikely to be sustainable, as it is likely to require ongoing intervention to maintain the status of its effect. This chapter explained how cultural value differences might constrain the effectiveness of PM through systems design elements of goal setting, performance ratings and feedback, and approaches to staff development. Management control systems such as matrix management may also act as a constraint on staff performance, due to issues associated with cultural distance of management operating outside the country of operation, of the offshore subsidiary’s business. Chapter 6 - Culture and Performance Management Motivation: Extrinsic and Intrinsic Notions Performance Management motivation is at the heart of Western PM design. This chapter presents an empirical analysis of such an important driver of cross-cultural performance management: motivation. Extrinsic motivators (e.g. non-monetary rewards and monetary rewards) and intrinsic motivators (e.g. empowerment, personal development, workplace fun) were discussed. Chapter 7 – The Influence of Culture-Communication and Communication-Relationship This chapter presents an empirical analysis of other two important drivers of cross-cultural performance management: relationship and communication. Constructs of culture-communication effect, and the communication-relationship effect were developed. The culture-communication construct explains the nature of communication and how language is laden with cultural value references. Communication acts as both a repository of culture and a conduit of culture. With an understanding of values contained within the language, in a cross-cultural PM situation, this can provide impetus to the efficacy of PM, by effectively drawing motivational values of the other’s culture. The construct of communication-relationship effect explains how the former enables the manager-subordinate relationship to open up and tap the inherent efficacy within the performance situation. Through this intrinsic link with communication, relationship acts as a catalyst for efficacy, where relationship is the key to access the natural efficacy latent within the cross-cultural PM situation. Chapter 8 – A Critical View of Collectivist Cultures: Could Quasi-Governmental Organisations in ASEAN Improve the AEC Scheme? This chapter addresses the question as to whether quasi-governmental organisations help foster the assimilation of the Association of Southeast Asian Nations (ASEAN)? The data indicates that Conditionally, yes it can. In spite of the possibility that the majority of paradigm changes carry within them unidentified obstacles, they may merit the attempt. Hence, the argument proposed in this chapter is to develop and promote quasi-governmental organisations in various sectors to make ASEAN become more people-oriented rather than government-oriented. 6 Chapter 9 – The Possibility of Transforming Education in Thailand with e-Portfolios during The Industry 4.0 Revolution Since the 1980s, internet use in Thailand has grown to cover a wide range of functions, such as improving the educational system at all levels. Thailand’s government has been fostering and promoting various technologies, such as the internet, to promote electronic learning (e-learning) enterprises in an effort to support the national education system and create a knowledge-based society. This chapter discusses whether e-learning and electronic portfolios are the future of creating a more educated society in Thailand. Chapter 10 - Job Dissatisfaction and Employee Turnover in Thailand during COVID-19 Herein, the characteristics such as job dissatisfaction and turnover among academic employees in a newly established college in Thailand are assessed. In this chapter, the context and extent of the turnover issue are discussed, appraising the reasons myriad employees seek employment elsewhere. Moreover, three models and their mechanisms are presented to demonstrate this predicament in the selected college. This clarification could guide a more holistic verdict of the reasons behind many organisations’ turnover problem. Chapter 11 - Shifting Frameworks in a University in the ASEAN Economic Community: Challenges and Recommendations in Post-Covid-19 This chapter investigates the perspectives, experiences and frameworks of the selected respondents, who have aided in the management and development of Rajamangala University of Technology Lanna (RMUTL). This qualitative case study’s predominant rationale is to understand and move towards internationalising RMUTL as a stepping stone to the ASEAN Economic Community (AEC) rather than to discover certain perspectives on internationalising a particular department or program. The research’s primary results are presented in regard to previous research on both Eastern and Western institutions of higher education, encircling the general views of RMUTL’s internationalisation in the AEC, a virtual research system and vital approaches. Chapter 12 – Thai Automotive Organisations: Cross-cultural Competency Challenges in Post-Covid-19 Currently, management are becoming more aware of the important role cross-cultural understanding has in enabling employees to positively work, regardless of location, which is significant due to accelerating internationalisation. Competency is a questionable concept comprising values, knowledge and attitudes, which affect job performance. Lack of intercultural knowledge may be a roadblock for multicultural organisations in Thailand, particularly those aiming to internationalise in the future. The purpose of this chapter is to determine the abilities necessary for those involved in intercultural services. In such organisations, challenges need to be discovered and discussed in accordance with their varied cultures. Thus, in-depth, semi-structured interviews with nine respondents in leadership positions in four international automotive companies in Eastern Thailand were conducted. From the data collected, several problems were identified, such as the necessity of educating foreigners on Thai culture, the various differences in work approaches depending on their cultures, the blocks encountered in cultural competition, how success is perceived in an intercultural setting and, finally, how diversity can enhance teambuilding. 7 Chapter 13 - Book Highlights This chapter reports and consolidates all the book’s chapter findings and integrates them into the novel evidence-based Performance Management Framework which to date is unseen within the performance management literature. 4. Market

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Dr Mahmoud Moussa is a lecturer/tutor and researcher at the College of Business and Law, School of Management at RMIT University and Holmes Institute, Melbourne, Australia. He has been teaching Business and Management courses for the undergraduate and postgraduate students in Thailand and Australia for the last 15 years.   Dr Thomas M Doumani, a lecturer/tutor in the School of Management, RMIT University Melbourne. A fifty (plus) year career. Forty years industry experience working in, and leading culturally diverse teams, including expatriate postings. Then, the past ten years researching and teaching in the fields of cross-cultural management and leadership. Professor McMurray is Professor of Management/HRM and Innovation at Flinders University, South Australia. She is an international award-winning professor with over 360 publications, recipient of major grants and journal associate editor. Adela’s research expertise addresses: Innovation, Culture, Sustainability, and Leadership including Organisational Change and Development in public and private sectors. Dr Muenjohn is a researcher and educator at RMIT University, Australia. His research has been achieved through various research collaborations in the Asia-Pacific region. Nuttawuth has published extensively over 100 refereed publications. Recently, he co-edited The Palgrave Handbook of Leadership in Transforming Asia and The Palgrave Handbook of Workplace Innovation. Dr Ling is a researcher and lecturer at RMIT University, Australia. Her research focuses on cross-cultural management, cultural intelligence, international business and migrant entrepreneurship. Prior to her academic life, she was a practitioner of cross-cultural management for years.

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