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The Interplay between National Cultural Dimensions and Components of a Performance Management System: A Qualitative Study from Pakistan
Author(s) -
Nadeem Sadia,
Tayyab Zakia
Publication year - 2021
Publication title -
canadian journal of administrative sciences / revue canadienne des sciences de l'administration
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.347
H-Index - 48
eISSN - 1936-4490
pISSN - 0825-0383
DOI - 10.1002/cjas.1587
Subject(s) - collectivism , hofstede's cultural dimensions theory , divergence (linguistics) , assertiveness , convergence (economics) , globalization , uncertainty avoidance , performance appraisal , cultural diversity , sociology , social psychology , psychology , knowledge management , individualism , public relations , political science , management , computer science , economics , economic growth , anthropology , linguistics , philosophy , law
This paper examines the interplay between national cultural dimensions and the design, enactment, and experience of a Western model of a performance management system (PMS) in a non‐Western setting. Data from four organizations in Pakistan indicate that domestic organizations are designing their PMSs in accordance with Western practices. Additionally, it reveals that during enactment and experience, the cultural values of low assertiveness, high in‐group collectivism, and high power distance interact, although to varying degrees, with continuous feedback, appraisal meetings, final ratings, outcomes, and objective setting. Thus, while convergence in design reflects the far‐reaching influence of globalization, divergence is attributable to cultural values which act as a deep‐rooted force during enactment.