Carol M. Sánchez²
sanchezc@gvsu.edu
Grand Valley State University

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Abstract

This article examines how internationalization might affect the design of individual performance improvement approaches in organizations.  It begins by examining knowledge that has been learned principally from the North American context of what improves an individual’s performance.  Then, we discuss motivators, attitudes, and behaviors of workers and how they may vary among workers in different national cultural contexts.  In short, we examine individual performance improvement for its cross-border effectiveness, using various models of national cultural differences.  By doing this, we hope to provide an understanding of how performance improvement systems might require modification to fit with non-North American work environments.

Introduction

The field of performance improvement, also known as the field of performance technology (Stolovitch & Keeps, 1999), concerns itself with the models, methods, and measures for solving problems and realizing opportunities to improve the performance of organizations and their members.  Performance technology may be applied to the performance of individuals, small groups, or entire organizations.  It typically involves using systematic approaches that were developed from applied experimentation and research conducted mostly in the United States and that have been evaluated using measurable standards (Stolovitch & Keeps, 1999). Approaches include the assessment, analysis, design, development, delivery, and evaluation of performance interventions.  Interventions include aligning work environment with the strategy, structure, and systems of the organization; improving the systems and processes that deal with expectations and feedback; resource allocation; electronic performance support systems that supply information directly to the workstation; pay and non-pay incentives; instructional training that has immediate application on the job; and thoughtful personnel selection (Dean & Ripley, 1997, 1998b).

Go to Performance Improvement

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1 As seen in Performance Improvement Quarterly, published by the Learning Systems Institute, Florida State University in cooperation with the International Society for Performance Improvement (ISPI).

² Carol Sánchez is Associate Professor of Management and Director of International Business Programs at Grand Valley State University’s Seidman School of Business.  She earned her D.B.A. in strategic management from Southern Illinois University at Carbondale.  From 1977-1990, Carol worked as a manager for a U.S. development organization in five Latin American countries.  She consults with organizations on issues of strategy and structure and she teaches management in the U.S. and abroad.  Her research interests include international management, international business education, the effects of social variables on managerial actions, and top management teams.  She has published in many major management journals.

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