Employee Engagement Across Cultures, Countries and Companies
•
1 j'aime•1,779 vues
Christine Uber Grosse: Employee Engagement Across Cultures, Countries and Companies
Recommandé
Recommandé
Contenu connexe
Tendances
Tendances (20)
En vedette
Similaire à Employee Engagement Across Cultures, Countries and Companies
Similaire à Employee Engagement Across Cultures, Countries and Companies (20)
Plus de Corporate Spirit Ltd
Plus de Corporate Spirit Ltd (20)
Dernier
Dernier (20)
Employee Engagement Across Cultures, Countries and Companies
- 1. Employee Engagement across Cultures, Countries & Companies Christine Uber Grosse Thunderbird, School of Global Management
- 2. Agenda • Introduction • Employee Engagement across Cultures • Cultural Dimensions • Transnational Engagement • Global Companies & Engagement
- 3. Introduction • From Burnout to Engagement • New York to Helsinki • From Thunderbird to Aalto
- 4. Employee Engagement Across Cultures • Engagement & the psychological contract • Do languages & cultures matter? • Globalization vs localization • Research & cultural understanding • Perceived breach of promise
- 5. Engagement across Cultures • Engagement theory • Psychological contract • Cultural differences • Reciprocal and mutual exchange • Voluntary action and choice
- 6. Cultural Differences • Hiring practices • Contracts (length, written, breach) • Definition of high performance • Feedback • Group vs individual performance
- 7. Game Changers • Globalization • Immigration • Diversity • Multiculturalism
- 8. Cultural Dimensions • Individualism vs Collectivism • Power Distance & Hierarchy • Risk Aversion • Time Orientation • High vs Low Context
- 9. Trust • Doing business with people you know • Building the business relationship • Breaches of psychological contract & trust
- 10. Promises, Promises • A promise made is a promise kept • Is the promise “we’ll do it” or “we’ll try to do it”? • “In Spain, when we say something, we have to do it.”
- 11. When Yes Means No • Courtesy • Indirectness • Face saving • Keep negotiation open • Ex: planner in Peru, negotiation in Japan
- 12. When No Means Yes • Invitation to eat or drink: Chinese • Politeness • Indirectness
- 13. When Maybe Means No • Invitation: Indonesia, Mexico • Interest in product or service • Face saving • Hierarchy • Indirectness • Courtesy
- 14. Contracts • Written vs oral contracts • “Put everything in writing” • “Put nothing in writing” • Mexico & Spain • permanent employment & oral contract • US • written contracts & for specific term • China • Ongoing negotiation
- 15. Transnational Engagement • Brazil • India • Mexico • South Africa • China
- 16. Brazil • Video Clip and Commentary
- 17. India • Video Clip and Commentary
- 18. Mexico • Video clip and Commentary
- 19. South Africa • Standard Bank • Zulu & Ndaba Ntsele • Nelson Mandela
- 21. Global Companies & Engagement • Fortune’s Best Companies to Work For • Google • Marriott
- 22. Google • Google in Finland • Hiring 6,200 employees
- 23. Marriott • Employee of month • Global practices
- 24. Conclusions • Competitive advantage of language and cultural knowledge • Local and global best practices in engagement • Power of research • Intercultural communication skills • Awareness, attitude, knowledge, skill
- 25. Kiitos!