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The below table is comparison of the response
of participant based on the
interview question that could find out the incentive and compensation systems that
participants mention.
Question
Region/ Industry
Incentive and Compensation systems
9
North
Manufacture/
Trading
1. Pay salary based on the local commodities price
2.
Give flexible working time
3. Award the affordable bonuses for who achieve
output as required and raise the payment
Middle
Manufacture
1. Rise the payment and promote to key personnel of
company
South
Manufacture
1.
Localization managers
2. Set up the different pay scale and bonuses
3. Award profits shared to each employee and give
incentive payment based on productivity
As far as
the response of participants, incentive and compensation systems seem
to be an important part in HRM. It is not only attractive and retaining local talents, but
also motivates and improves positive performance from employees.
Research Finding 5-1:
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Companies offer appropriate incentive and compensation programs to adapt the
local cultural such as pay salary based on current local commodity prices.
Research Finding 5-2:
Companies also set up the different pay scale and bonuses
for the different levels
of position, performance and particular job.
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Chapter 5: Discussion and Conclusion
5.1 Discussion
Cross-cultural Management
The interview result indicated that most of the participants agreed that
language
barrier is one of factors obstructing communication and management activities. As
(Thomas and Peterson, 2015) pointed out in literature review part, language is
considered as a key factor in cross-cultural communication. Moreover,
language barrier
is cause of misunderstand situations happen in workplace, even though it could
decrease working progress as well as working efficiency and could influence on
productivity of company. The result is consisted with hazing and Feely (2008) language
barrier is not only a matter in multination organizational, but also impacts to company
operation. As participant F mentioned, when the foreign language
proficiency of
Taiwanese managers is not good enough along with the shortage of specialized
knowledge of Vietnamese employees bring about communication hardly. Another, in a
multinational organization converges multicultural as if company of participant D
where includes Vietnamese, Taiwanese and Japanese work along. They used English in
work; while English is not as mother language of three
countries so that mistake
situation occurs in workplace is unavoidable. Therefore, one more affirmed by
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