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Work Culture In Developing Countries: Implica tions For Performance Management

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  • Manuel Mendonca

    (McGill University, Quebec)

  • Rabindra N. Kanungo

    (McGill University, Quebec)

Abstract

The paper identifies several characteristics of the socio-cultural environment and anternal work culture of organisations in developing countries, and discusses the reasons why such characteristics have facilitating or constraining effects on the installation and implementation of the performance management process. The paper also proposes specific organisational interventions for each step of the process to make it congruent with the internal work culture of developing countries. The underlying thrust of these inter ventions is to bring about a cultural 'fit' so that the performance management programme reflects the needs and aspirations of managers and their subordinates— two players in the process—who can make or mar its effectiveness.

Suggested Citation

  • Manuel Mendonca & Rabindra N. Kanungo, 1990. "Work Culture In Developing Countries: Implica tions For Performance Management," Psychology and Developing Societies, , vol. 2(2), pages 137-164, September.
    • Handle: RePEc:sae:psydev:v:2:y:1990:i:2:p:137-164
    DOI: 10.1177/097133369000200201
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