Employee Performance Management in the Petroleum Industry in Azerbaijan: Cultural and Industrial Implications

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Abstract

Companies face vital problems when implementing performance management in cross cultural context. Several attempts have been made to analyse employee performance management in the cultural and industrial context. However, the lack of studies of performance management in cultural and industrial context necessitates this phenomenon to be investigated in various cultures and contexts for sound academic contributions. The present study aims to investigate cultural and industrial influences on the general characteristics, criteria formulation and employee acceptance of performance management in cultural context. This study used a qualitative approach and is based on nine case studies in Azerbaijan. The study adopted semi structured in-depth interview and document analysis as the data collection methods. The results showed that the legal context is the most influencing dimension on the performance management system in Azerbaijan. The thesis concludes criteria for performance is the choice of management philosophy which is a cultural factor. The findings indicate that employees accept performance management positively when the process is implemented fairly. The findings of this study provide a solid evidence base for considering country culture and industry characteristics in implementing performance management. It is evidently clear from the findings that both local and international companies are faced with different problems when implementing performance management in the cross cultural context of Azerbaijan. This study should therefore be of value to practitioners wishing to overcome certain cultural and industrial related problems during implementation of performance management in host companies. In addition, the study contributed certain evidence of the cross cultural performance management process in the various context for the science.

Keyword(s)

Azerbaijan; attestation; criteria; cultural and industrial impact; employee acceptance; employee performance management; petroleum industry

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