Identifying Contextual Factors of Employee Satisfaction of Performance Management at a Thai State Enterprise

IF 0.4 Q4 MANAGEMENT
Molraudee Saratun, Parisa Rungruang
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Many studies about PM practices have been mostly carried out in the Western con- text with a limited amount of research in Eastern cultures (Fletcher, 2001; Rao, 2007).By studying a Thai organisation in the public sector, a supplementary per- spective from the public sector in an emerging country could be expected. The limited literature available on Thai and Western management is generally in line with the notion that Thai and Westerners differ in their work values (Hampden-Turner and Trompenaars, 1997; Hofstede, 1980). Holmes, Tangtongtavy and Tomizawa (1995) questions the applicability of the Western management practices to the Thai business environment. Possible reasons why the Western management practices should be evaluated in the Thai context include: (a) uniqueness in the way Thai people maintain har- mony in the workplace; (b) how Thais tend to place a higher premium upon group rather than individual concerns; and (c) the way Thai people view the legitimate use of power by managers. Workplace harmony is obtained from Thais' concern for saving face, non- confrontational and indirect culture, being aware of another person's feel- ings, being neutral, and self-restrained. The relationship orientation also en- compasses gratitude and indebtedness to others. Management prerogative is maintained by very hierarchical cul- ture, focusing on status-oriented rela- tionships and respect for authority. Ac- cording to Hofstede's (1980) model of work values, Thailand ranks high on Power Distance, high as a Collectiv- ist culture, high on Uncertainty Avoid- ance, and high on Femininity.Nevertheless, in the last 15 years, like other parts of the world, Asian econo- mies have been affected by increased globalisation, economic and financial crisis (Chatteijee andNankervis, 2007; Lehmann, 2009; Zhu, Collins, Webber, and Benson, 2008). These changes led to increased scrutiny of the traditional 'Asian value concept' governing or- ganisational and managerial practices. Recent research on PM in South East Asian country (Vo and Stanton, 2011) has started to support the convergence approach. In addition, in studies in Thailand and Vietnam, national cultur- al traits are found to evolve and can be overridden by a strong organisational culture (Kantabutra and Saratun, 2011; Vo and Stanton, 2011).Therefore, the available evidence so far indicates a need to examine the PM theory in Thailand. The present study examines relationships between em- ployees' PM satisfaction and contex- tual factors at a Thai state enterprise. This research investigates individual PM, rather than group PM. The rea- son of this research choice is to inves- tigate the application of the Western practices in opposite non-Western contexts, particularly within the high Collectivist culture. Next, the avail- able literature on PM, employees' PM satisfaction and influencing contextual factors is reviewed, respectively. The design of the study is outlined in the third section. Results from survey are reported in the fourth section. The fi- nal section provides discussion.LITERATURE REVIEWPerformance management (PM)Within the HRM perspective, PM can be regarded as an extension of 'perfor- mance appraisal' (Thorpe and Beasley, 2004). 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引用次数: 3

Abstract

Organisations across the public services around the world are facing enormous challenges and pressure to bring about change amidst the increasingly ambiguous and complex environmental context. The public sector organisations need to be re-invented to better meet expecta- tions of their customers and stakehold- ers. Furthermore, increased globalisa- tion also spreads the introduction of Western human resource management practices across borders in the private sector as well as the public sector. This paper is concerned with the ap- plication of the Western practices of employee performance management (PM) in non-Western contexts, partic- ularly within the public sector. Many studies about PM practices have been mostly carried out in the Western con- text with a limited amount of research in Eastern cultures (Fletcher, 2001; Rao, 2007).By studying a Thai organisation in the public sector, a supplementary per- spective from the public sector in an emerging country could be expected. The limited literature available on Thai and Western management is generally in line with the notion that Thai and Westerners differ in their work values (Hampden-Turner and Trompenaars, 1997; Hofstede, 1980). Holmes, Tangtongtavy and Tomizawa (1995) questions the applicability of the Western management practices to the Thai business environment. Possible reasons why the Western management practices should be evaluated in the Thai context include: (a) uniqueness in the way Thai people maintain har- mony in the workplace; (b) how Thais tend to place a higher premium upon group rather than individual concerns; and (c) the way Thai people view the legitimate use of power by managers. Workplace harmony is obtained from Thais' concern for saving face, non- confrontational and indirect culture, being aware of another person's feel- ings, being neutral, and self-restrained. The relationship orientation also en- compasses gratitude and indebtedness to others. Management prerogative is maintained by very hierarchical cul- ture, focusing on status-oriented rela- tionships and respect for authority. Ac- cording to Hofstede's (1980) model of work values, Thailand ranks high on Power Distance, high as a Collectiv- ist culture, high on Uncertainty Avoid- ance, and high on Femininity.Nevertheless, in the last 15 years, like other parts of the world, Asian econo- mies have been affected by increased globalisation, economic and financial crisis (Chatteijee andNankervis, 2007; Lehmann, 2009; Zhu, Collins, Webber, and Benson, 2008). These changes led to increased scrutiny of the traditional 'Asian value concept' governing or- ganisational and managerial practices. Recent research on PM in South East Asian country (Vo and Stanton, 2011) has started to support the convergence approach. In addition, in studies in Thailand and Vietnam, national cultur- al traits are found to evolve and can be overridden by a strong organisational culture (Kantabutra and Saratun, 2011; Vo and Stanton, 2011).Therefore, the available evidence so far indicates a need to examine the PM theory in Thailand. The present study examines relationships between em- ployees' PM satisfaction and contex- tual factors at a Thai state enterprise. This research investigates individual PM, rather than group PM. The rea- son of this research choice is to inves- tigate the application of the Western practices in opposite non-Western contexts, particularly within the high Collectivist culture. Next, the avail- able literature on PM, employees' PM satisfaction and influencing contextual factors is reviewed, respectively. The design of the study is outlined in the third section. Results from survey are reported in the fourth section. The fi- nal section provides discussion.LITERATURE REVIEWPerformance management (PM)Within the HRM perspective, PM can be regarded as an extension of 'perfor- mance appraisal' (Thorpe and Beasley, 2004). In addition to appraisal, the evolved concept of PM has led to the inclusion of other elements, for exam- ple, the linkage and communication of a company's 'shared vision' through the cascade of the organisation's ob- jectives and competencies to individu- als in performance agreement, the use of regular feedback and reviews, and linking performance evaluation results to reward (Tahvanainen, 2000). …
泰国某国有企业绩效管理员工满意度的背景因素研究
在日益模糊和复杂的环境背景下,世界各地的公共服务组织都面临着巨大的挑战和压力,需要做出改变。公共部门组织需要重新设计,以更好地满足客户和利益相关者的期望。此外,日益增长的全球化也将西方人力资源管理实践的引进传播到私营部门和公共部门。本文关注的是西方员工绩效管理(PM)实践在非西方背景下的应用,特别是在公共部门。许多关于项目管理实践的研究大多是在西方背景下进行的,对东方文化的研究数量有限(Fletcher, 2001;饶,2007)。通过对泰国公共部门组织的研究,可以从一个新兴国家的公共部门获得一个补充的视角。关于泰国和西方管理的有限文献通常符合泰国和西方人在工作价值观上不同的观念(Hampden-Turner和Trompenaars, 1997;霍夫斯泰德,1980年)。Holmes, Tangtongtavy和Tomizawa(1995)质疑西方管理实践对泰国商业环境的适用性。为什么西方管理实践应该在泰国背景下进行评估的可能原因包括:(a)泰国人在工作场所保持和谐的方式的独特性;(b)泰国人如何倾向于更重视集体而非个人关切;(c)泰国人看待管理者合法使用权力的方式。工作场所的和谐源于泰国人注重面子、不对抗和间接的文化、了解他人的感受、中立和自我克制。关系取向也包括对他人的感激和亏欠。管理特权是由等级森严的文化维持的,注重以地位为导向的关系和对权威的尊重。根据Hofstede(1980)的工作价值模型,泰国在权力距离、集体主义文化、避免不确定性和女性气质方面排名靠前。然而,在过去的15年里,像世界其他地区一样,亚洲经济受到日益全球化、经济和金融危机的影响(Chatteijee和nankervis, 2007;莱曼,2009;朱,柯林斯,韦伯,和本森,2008)。这些变化导致对传统的“亚洲价值观”治理或组织和管理实践的审查越来越多。最近对东南亚国家PM的研究(Vo和Stanton, 2011)已经开始支持收敛方法。此外,在泰国和越南的研究中,发现民族文化特征是进化的,可以被强大的组织文化所覆盖(Kantabutra和Saratun, 2011;Vo和Stanton, 2011)。因此,到目前为止,现有的证据表明,需要检查PM理论在泰国。本研究以泰国某国营企业为研究对象,探讨员工管理满意度与环境因素之间的关系。本研究调查的是个人项目管理,而不是团队项目管理。这一研究选择的目的是调查西方实践在相反的非西方背景下的应用,特别是在高度集体主义文化中。其次,对项目管理、员工项目管理满意度和影响因素的现有文献分别进行了综述。第三部分概述了本研究的设计。第四节报告了调查结果。最后一节提供讨论。文献综述绩效管理(PM)从人力资源管理的角度来看,PM可以被视为“绩效评估”的延伸(Thorpe and Beasley, 2004)。除了评估之外,项目管理概念的演变导致了其他元素的纳入,例如,通过组织目标和能力的级联,在绩效协议中与个人的“共同愿景”的联系和沟通,定期反馈和审查的使用,以及将绩效评估结果与奖励联系起来(Tahvanainen, 2000)。…
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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