Takao Inamori, Farhad Analoui and Nada Kakabadse
There is a wealth of studies which suggest that managers' positive perceptions/expectations can considerably influence the organisational performance; unfortunately, little…
Abstract
Purpose
There is a wealth of studies which suggest that managers' positive perceptions/expectations can considerably influence the organisational performance; unfortunately, little empirical evidence has been obtained from development studies. This research aims to focus on the perceptual and behavioural trait differences of successful and unsuccessful aid workers, and their relationship with organisational performance.
Design/methodology/approach
Through web‐based survey, 244 valid responses were obtained from the Japan International Cooperation Agency (JICA)‐aid managers worldwide. Five perception related factors were extracted and used for cluster analysis to group the respondents. Each cluster's perception/behaviour‐related factors and organisational performance variables were compared by ANOVA.
Findings
It was discovered that Japanese's positive perception/expectation about work and their local colleagues was related to higher organisational performance, and conversely, the negative perception on their part was generally associated with negative behaviour and lower organisational performance. Moreover, in a development context, lower work‐related stress and feelings of resignation toward work were strongly associated with the acceptability of cross‐cultural work environment.
Practical implications
The differences in perceptual tendencies suggest that cautious consideration is advised since these findings may mainly apply to Japanese aid managers. However, as human nature is universal, positive perception and behaviour would bring out positive output in most organisations.
Originality/value
This study extended the contextualised “Pygmalion effect” and has clarified the influence of perception/expectation on counter‐part behaviour and organisational performance in development aid context, where people‐related issues have often been ignored. This first‐time research provides imperial data on the significant role of positive perception on the incumbent role holder.
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Takao Inamori and Farhad Analoui
The influences of perception have been studied in educational, army, sports and business settings but never in the development field. The Pygmalion effect generally suggests that…
Abstract
Purpose
The influences of perception have been studied in educational, army, sports and business settings but never in the development field. The Pygmalion effect generally suggests that the perceiver's positive expectation enhances the target's performance. This first time research seeks to explore how managerial perceptions of the aid workers of the local staffs affect their behaviour and performance in cross‐cultural project settings.
Design/methodology/approach
With the cooperation of Japan International Cooperation Agency (JICA), 244 valid responses were obtained from the aid workers through a web‐based survey. Using factor analysis, five perception‐related factors and two behaviour‐related factors were extracted. Subsequently, in order to clarify the causal relationship, the above factors and one observed organisational performance variable were tested using path analysis.
Findings
Positive causal relationships were confirmed between two perception‐related factors and one behaviour‐related factor, and also between the behaviour‐related factor and the organisational performance variable. These results strongly suggest that aid workers' positive perception causes positive behaviour in local colleagues and will result in higher organisational performance.
Practical limitations/implications
Whilst avoiding generalisation, nevertheless, the results suggest that there is a need for people‐related and cross‐cultural management skills to ensure successful future activities, and stress management competencies to maintain the positive managerial perception on the part of the aid workers.
Originality/value
Despite the considerable influence of donor staff's managerial perception on the quality of the human relationships and organisational performance, this field of enquiry has remained neglected. The study provides first‐time empirical evidence on its significance.