Examining the influence of national and organizational culture on performance evaluation and recognition structures in a multinational organization

This study examines how well organizational culture functions as a mechanism to support diversity and respect for employees' national culture in a multinational organization. Hofstede's theory of cultural dimensions and Ting-Toomey's face negotiation theory provide a framework for understanding the needs and expectations of individual employees regarding performance evaluation and recognition from leaders for culture-specific skill sets. The study was conducted at a multinational call center located in Ireland, where employees negotiate the collection of negative balances for online payment accounts belonging to customers in the EMEA (Europe, Middle East and Africa) and APAC (Asia Pacific) regions of the world. The employees represent approximately 20 different nationalities. Qualitative interviews and focus groups were conducted to obtain first-hand accounts of employee and leader experiences, which were further supported by a quantitative survey. Analysis of the study results clearly reveals that employees' culture-specific skill sets are critical to a multinational organization's ability to succeed in its chosen market(s). The results also demonstrate the effectiveness of a strong organizational culture in creating an environment where diversity is acknowledged and respected, allowing employees to feel comfortable bringing their national cultures to the workplace in support of the organization's mission. Most importantly, the study makes an argument for increased sensitivity on the part of the organization and its leaders to the role that national culture plays in employee expectations regarding performance evaluation and recognition, to ensure the ongoing health of the organization and satisfaction of its employees.