Konjekturales Denken

Effects of Cross-Culture on Employee Commitment

Effects of Cross-Culture on Employee Commitment

Every organization has its own cultural forms that spell out the accepted, supported and expected way of behaving, mostly unwritten but important nevertheless. They can affect the lowest ranked employee all the way to the Chief Executive Officer and can be deemed as conducive to the success or failure of the overall organization.

People have a wide range of beliefs that can range from profound to trivial and taken in the context of cross-culture, these beliefs tend to expand even more.

Beyond the language barriers, which can be surmountable, melding together cultural differences in communication practices, traditions and thought processes is vital to developing the effectiveness and commitment of employees.

It goes without saying that committed and motivated employees are more productive than non-committed employees, although this can become quite a task to manage, particularly when it is well known that most managers and employees fail to understand their own corporate culture.

Culture can be influenced by both internal and external factors but is a major determinant of overall productivity. It is becoming increasingly evident that culture, even more than compensation, can determine the outcomes of employee satisfaction and workforce productivity.

The commitment of employees can be strongly influenced by whether they can "identify" with the company they work for.

Localizing and customizing the company's offerings to the market the company is in can be one effective step that can be taken to help employees "identify".

Employee commitment in a cross culture setting is further enhanced by how effectively communication is managed , especially between subordinate and superior. Totally discouraged is the practice of Ethnocentrism, the belief that one's own cultural group is innately superior to others.

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