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VGU RESEARCH REPOSITORY


Please use this identifier to cite or link to this item: https://epub.vgu.edu.vn/handle/dlibvgu/859
DC FieldValueLanguage
dc.contributor.authorNguyen Thanh Trien_US
dc.date.accessioned2020-03-12T17:11:37Z-
dc.date.available2020-03-12T17:11:37Z-
dc.date.issued2017-
dc.date.issued2017
dc.identifier.urihttp://epub.vgu.edu.vn/handle/dlibvgu/859-
dc.description.abstractEvery multinational company seeks to design and implement an appropriate performance feedback system to affect employee attitudes in a way which produces a significant positive contribution to company's value. However, most multinational corporations apply a standardized system from their home country to all overseas subsidiaries, ignoring the cultural differences. As a consequence, performance feedback system is usually a failure. According to Hofstede theory, Viet Nam has six different cultural dimensions. Five cultural factors have direct negative influences on performance feedback. As results, employees have a high level of anxiety which lessens the importance of performance feedback. The given recommendations are extracted from the theory of Performance Management Toolkit (2007). By following the principles, managers may limit the adverse effects of Vietnamese cultural dimensions to provide helpful performance feedback.en_US
dc.language.isoenen_US
dc.publisherVietnamese-German University-
dc.rightsAttribution-NonCommercial 4.0 International*
dc.rights.urihttps://creativecommons.org/licenses/by-nc/4.0/*
dc.subjectNational culture-
dc.subjectPerformance management system-
dc.subjectMultinational companies-
dc.titleExploring the impacts of national culture on performance management system in multinational companies in Vietnam-
dc.typeThesis-
item.fulltextWith Fulltext-
item.languageiso639-1other-
item.grantfulltextrestricted-
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