BOSTON -- As more global enterprises seek to improve employee performance they soon learn that local cultural differences can be an impediment, according to Novations Group, consultants that studied manufacturing operations on three continents.
Programs aimed at managing employee performance face particular resistance, said Joe Kaplan, director of Novations Group´s measurement practice. "Even though nearly 90% of managers agree it´s essential to measure performance, 60% think a new system would do more harm than good if it violates the prevailing norms and values of their country. At one location more than 70% of managers criticized a proposed system as culturally inappropriate or irrelevant."
Employees´ most common complaint is that such programs lack validity or objectivity, noted Kaplan, who said a typical comment is "It doesn´t measure the right things." In some cases, Kaplan believes, cultural objections may just be a way of masking nationalistic sentiments. At a Western European plant one employee dismissed a planned program as an "American thing."
According to Kaplan, American management innovations have taken on a negative connotation after publicity given European companies trying to cut down vacation time to U.S. equivalents. Moreover, seeking to boost productivity or improve global competitiveness is increasingly seen as unwelcome American interference.
In Asian countries, Kaplan said, resistance to competency-based performance measurement takes a different form. "These societies place high value on hierarchy, tenure and experience and employees aren´t comfortable with a system based on merit. Any new performance evaluation system is not likely to gain acceptance if it´s used to rate, rank or promote people."
American employees, conceded Kaplan, are no less skeptical of new performance management systems. "In the U.S. employees are suspicious or mistrustful of any initiative championed by management. A performance improvement program might be considered a scheme to impose forced rankings and reduce head count."
According to Kaplan, no performance management system is perfect, nor does it need to be.
"Our research shows that a new system will be accepted if it´s shown to lead to individual growth and development and also has top management buy-in. If there are clear, positive payoffs employees will willingly participate."
Established in 1979 and headquartered in Boston, Novations Group, is one of the country´s largest performance improvement organizations. For information visit www.Novations.com.
Contact: Joe Kaplan, Director, Novations Group Measurement Practice, 847-518-8506 - or - Phil Ryan, Ryan Public Relations, 845-339-7858.